Stress and Change Management in Implementing Health Informatics

  • Nancy M. Lorenzi
  • Robert T. Riley
Part of the Computers in Health Care book series (HI)


This book is intended as a useful guide for managers of all types in the health care arena who 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 effects such as:
  • the pressure to develop new skills,

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

  • 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.


Change Management Personality Type Organizational Aspect Order Change Health Care Environment 
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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  1. l.
    Watzlawick, P, Weakland, JH, Fisch, R. Change: Principles of Problem Formulation and Problem Resolution New York: W.W. Norton, 1974.Google Scholar
  2. 2.
    Golembiewski, RT, Billingsley, K, Yeager, S. Measuring change and persistence in human affairs: Types of change generated by OD designs, Journal of Applied Behavioral Science 1976;12:133–157.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 1995

Authors and Affiliations

  • Nancy M. Lorenzi
    • 1
  • Robert T. Riley
    • 2
  1. 1.Medical CenterUniversity of CincinnatiCincinnatiUSA
  2. 2.CincinnatiUSA

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