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Understanding and Analyzing the Change Process

  • Nancy M. Lorenzi
  • Robert T. Riley
Part of the Health Informatics Series book series (HI)

Abstract

Managers of all types in the healthcare arena face the challenge of introducing significant informatics changes into their organizations. It is impossible to introduce such a system into an organization without the people in that organization feeling the impact of change. The word information itself implies change since data become information only after the data are processed, i.e., altered, in ways that make the data useful for decision making. Inevitably, those enhanced decision-making capabilities are going to affect the organization. People in the organization will often perceive the following effects:
  • the pressure to develop new skills

  • the danger of looking stupid or incompetent in these new skill areas

  • the loss of professional status

  • the pressure of higher performance expectations

  • the pressure of higher accountability through better measurements, and

  • the danger of losing one’s job to increasing automation.

Keywords

Change Process Change Management Personality Type Typical Resistance Informatics System 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

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    Watzlawick P, Weakland JH, Fisch R. Change: Principles of Problem Formulation and Problem Resolution. New York: W.W. Norton, 1974.Google Scholar
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    Golembiewski RT, Billingsley K, Yeager S. Measuring change and persistence in human affairs: types of change generated by OD designs. J Appl Behav Sci 1976; 12: 133–157.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 2004

Authors and Affiliations

  • Nancy M. Lorenzi
    • 1
  • Robert T. Riley
  1. 1.Informatics Center, Eskind Biomedical LibraryVanderbilt University Medical CenterNashvilleUSA

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