Integrated Health was a large private, nonprofit health care system located in Tempe,Arizona. A year ago, the decision was made to implement a computerized medication administration record (MAR) at Integrated Health. During the first year, the MAR system would be implemented at Central Hospital of Tempe. After the bugs were worked out, the computerized MAR would be implemented system-wide. The MIS department at Central Hospital was designated as the initiator and direction setter for the project. Art Smith, the Chief Information Officer at Central Hospital assigned Kate Cohen, a programmer/analyst, as project leader. Kate had the responsibility for developing and implementing the MAR project at Central. Kate did the programming work for the MAR and assembled a team from Pharmacy Services, Nursing Services, and Internal Auditing. Members of the project team provided feedback on the software, made suggestions related to user training, and worked on an implementation schedule. Both team members and outside observers recognized the difficulty in developing and implementing the MAR in one year. Nurses antagonism toward the project surfaced after their suggestions and recommendations were rejected without explanation. The MAR project was also affected when a management shakeup occurred during the project development phase. The MAR was implemented and immediately failed. By 10:00 a.m. on the first day of the implementation, users complained that the system did not work and was too complicated. After hearing nurses complaints, physicians expressed concern about patient safety. At 1:30 p.m., Central Hospitals computer system crashed, and the MAR project was suspended. Early the next morning, we find Kate contemplating what she is going to say when she meets with Central Hospitals management group later in the afternoon. Question: 4) Discuss the resistance to change in the case and the strategies that can be adopted to reduce the resistance 5) Evaluate the importance of trustworthy leadership and trusting followers in managing change in the case.

1. Integrated Health was a large private, nonprofit health care system located in Tempe,Arizona. A
year ago, the decision was made to implement a computerized medication administration record
(MAR) at Integrated Health. During the first year, the MAR system would be implemented at
Central Hospital of Tempe. After the bugs were worked out, the computerized MAR would be
implemented system-wide. The MIS department at Central Hospital was designated as the
initiator and direction setter for the project. Art Smith, the Chief Information Officer at Central
Hospital assigned Kate Cohen, a programmer/analyst, as project leader. Kate had the
responsibility for developing and implementing the MAR project at Central. Kate did the
programming work for the MAR and assembled a team from Pharmacy Services, Nursing
Services, and Internal Auditing. Members of the project team provided feedback on the software,
made suggestions related to user training, and worked on an implementation schedule. Both team
members and outside observers recognized the difficulty in developing and implementing the
MAR in one year. Nurses antagonism toward the project surfaced after their suggestions and
recommendations were rejected without explanation. The MAR project was also affected when a
management shakeup occurred during the project development phase. The MAR was
implemented and immediately failed. By 10:00 a.m. on the first day of the implementation, users
complained that the system did not work and was too complicated. After hearing nurses
complaints, physicians expressed concern about patient safety. At 1:30 p.m., Central Hospitals
computer system crashed, and the MAR project was suspended. Early the next morning, we find
Kate contemplating what she is going to say when she meets with Central Hospitals management
group later in the afternoon. Question: 4) Discuss the resistance to change in the case and the
strategies that can be adopted to reduce the resistance 5) Evaluate the importance of trustworthy
leadership and trusting followers in managing change in the case