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2011 CMIO Summit | Brian McDonough
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2011 CMIO Summit | Brian McDonough

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  • 1. Brian P. McDonough, M.D. CMIO St. Francis Hospital
  • 2. June 10, 2011Boston, Massachussetts
  • 3.  A process by which information is exchanged between individuals through a common system of symbols, signs or behavior. http://www.merriam-webster.com
  • 4.  Leadership and Project Team End User CommunityThere can be some overlap of these two groups
  • 5.  Change currencies Change lanes in traffic Change treatment plans Change prescribing patterns
  • 6.  Change in workflow Change in responsibility Change in expectations Change in technology
  • 7.  Communicate with clinicians and others Know how to craft the message Know that their message reflects reality- accurately Know that their message is received and understood-accurately
  • 8.  Project leaders depend on stakeholders to implement the changes.
  • 9.  Understand the project Validate steps and decisions taken by project leaders as needed Offer feedback and criticism where appropriate Buy into the project
  • 10.  Keep it simple but engaging Keep it honest Keep it moving in the face of: Doubters Issues Potholes Speed-bumps
  • 11.  Make it personal Address problems head-on“behind every user is a patient who needs care”
  • 12.  The care of the patient is the primary goal of the organization If you can “tap” into that aspect of the process you will dramatically reduce the number of potential problems
  • 13.  There are no closed doors There are no smoke filled rooms There are no personal agendas
  • 14.  The easiest way to fail is to not communicate well Honesty is of paramount importance If you don’t know the answer---do not bluff
  • 15.  Focus first and foremost on the person who is under our care Deliver safe care in a safe environment Support ease of use of the system by physicians and other clinicians Build into the design an appropriate flexibility for meaningful individual patient variation
  • 16.  Function of understanding by end user Grasping the need for change Need for transparency
  • 17.  There is a fine line between getting the message out too early or too late It is important to build enthusiasm about the project but not burn people out
  • 18.  Migration from paper-driven, data source- fragmented and “task-diffuse” environment to an electronic, information-centralized and task focused one Affects all patient-care processes—no matter how indirect or supportive Distribution of responsibility and “turf” (physician, clerk, nurse etc)
  • 19.  Keep doctors in the loop Be part of the process
  • 20.  Communication messages need to be individualized Communication can not be off the cuff Overall objective: Achieve design, build and implementation goals— Cannot be achieved without much careful planning The same is true for project communication
  • 21.  Physician Nurse Ancillary Personnel Executive/Administration Project Management/IT Marketing, Operations
  • 22.  Match the appropriate communicator to the audience The messenger needs to speak the language of the audience The messenger must be respected by the audience
  • 23.  A non-physician communicator dramatically decreases the effectiveness of both message “delivery and receipt” Local face is best: Do not fall into the trap of the outside consultant or system team Do not try to save money by sharing your physician leaders or borrowing others’ leaders
  • 24.  E-mail Regular mail Intranet-must see when sign on first time of day Flyers, brochures, fact sheets Posters, signs Presentation (web, DVD) Give-aways with project logo
  • 25. Care units, lounges, break rooms, OR sinks, locker roomsLive meetingsGeneral Medical StaffDepartmentalSectionalGrand RoundsCommittees
  • 26.  Webinars Power Point Presentations
  • 27.  Be Honest Be Accurate Be Ahead of The Curve