Adapting IT Change Management Methods for Informatics Driven Process Improvement in the Laboratory: Developing a Framework for the 4-E Change Management Strategy
Michael Riben MD; M.D. Anderson Cancer Center; Mark Routbort None, MD, DSc, DVM, CRNP, PhD, MA, BS, AOCN, ACSW, ART, AS, ASN, BA, JD, BDS, BVSc, CCRC, CMA, CTR, DMS, DrPH, FACP, FACS, FRCP, DDS, FRCS, LDS, LPN, LSW, MBA, AAS, AND, ATC, LDN, CS, FACC, ASCP, DABR, DMD, DO, BSN; M.D. Anderson Cancer Center; Leslie Nesbitt ; M.D. Anderson Cancer Center;
Content:
Patient safety initiatives continue to drive revolutionary changes to workflow processes within the anatomic laboratory. PathStation, our workflow integration engine, has formed the foundation for addressing these concerns. Our next goal, real-time asset location and tracking, entails radical changes to workflow processes across all laboratories and business units and personnel. To facilitate this daunting and complex endeavor we have adapted IT change management methods to construct a formal framework for the 4-E change management strategy (Entice, Engage, Enlist, and Enjoy) previously described by our group. The framework provides a structure to organize, manage, plan, analyze, control, measure, and implement changes. This framework has been enlisted so that change is persistent and fuels the momentum needed to ensure the IT core component of the project succeeds.
Technology:
The framework enlists several readily available software tools including, Microsoft Visio, Microsoft Project, Microsoft Office, and Microsoft SharePoint.
Design:
Our 4-E change management model involves four components: Entice, Engage, Enlist, and Enjoy. Adapted from Lientz and Rea, we designed a change management framework for the model that encompasses the following guiding principles: grassroots participation, upper management sponsorship with hands-off approach, collaboration, waved implementation, continuous measurement, development of process and work modification strategies, cultural and political sensitivity, marketing and communication, and openness to adapt aspects of desired process improvement methodologies including Lean and Six Sigma.
Results:
The framework includes a 3-tier committee approach, each with distinct roles and responsibilities. Software tools and templates, to be utilized by the teams include a lessons learned database, an issues database, and an opportunities database. Microsoft Project is being utilized for implementation planning and a SharePoint portal has been adapted for collaboration and data collection. Process, document and presentation templates have been developed. We developed an extensive change management training/education program for participants and a marketing communications plan to keep everyone informed. A coordinated business planning process produced 8 change goals, encompassing technical, financial, cultural, and political aspects.
Conclusion:
We have implemented a change management framework to support our 4-E change management model that forms the basis for design, development, and deployment of our IT-based patient safety initiatives.
