Change management of hospital information systems in context of health professionals training

Abstract

Hospitals make changes by using information technologies to improve their services. For desired results applying “Change Management” is important as it consists of a set of ideas, processes and skills. This study investigates the processes (raising awareness, desire, knowledge, skill building and development), the tools (communication, participation, motivation, education, leadership, promotion), the factors (demographic, technological, economic, political, legal, competitive), the states (past, present, future) and the strategies (leading, expert, open to discussion, educative, proactive) of change management in hospital information systems. It shows the cultural, resistance, perception and behavior problems incurring when the change process starts and when it continues as well. Hospitals, which have a hierarchical structure, excessive discipline, solid job descriptions, seniority based on the power and authority principle, absence of communication channels, lack of sharing of information, experiences and top management commitment, not paying attention to employees' ideas, weak leadership and motivation, absence of flexibility and an effective learning system will eventually encounter resistance and fail to apply change management successfully.