MHA FPX 5068 Assessment 2 Effective Leadership and Communication

Assessment: Effective Leadership and Communication

The primary hospital of Vila Health, St. Anthony Medical Center, has made great strides in incorporating health information technology (MHA FPX 5068 Assessment 2 Effective Leadership and Communication) into the facility (Vila Health, n.d.). Even though the medical center is doing well, there have been some challenges with interoperability and end-user acceptability. The present vendor for the new system has gone above and above for the medical facility, and the business wishes to maintain a favorable relationship despite any challenges.

The following paper will examine how to overcome challenges in HIM implementation through sound management practices, review best practices for leadership in health technology implementation, develop ongoing communication strategies, and demonstrate how to manage vendor relationships that support organizational growth.

Other Assessment:
MHA FPX 5068 Assessment 1 Merit-Based Incentives and Daily Operations

Approaches for Meeting Challenges, Considerations, and Risks 

Health organizations are focused on incorporating new health technology (MHA FPX 5068 Assessment 2 Effective Leadership and Communication) as a primary goal for improving and streamlining patient care. Health IT must be created and developed progressively to support user objectives and workflows (Sittig, D.F., Wright, A., Coiera, E., Magrabi, F., Ratwani, R., Bates, D.W., & Singh, H. 2018). In addition, professionals must use the technology properly and appropriately when providing patient care.

If proper program use does not support users’ goals or existing workflows, both the software and workflows must be assessed and may be updated to provide safe and effective treatment (Sittig, D.F. et al, 2018). Finally, organizations must collaborate with their EHR vendors to monitor the technology, ensuring that it improves patient care, and enables doctors to offer safe and quality treatment.

The usage of any features or capabilities of a sophisticated health IT-based clinical application can endanger patients, the organization in charge of their treatment, and even the system’s creators (Sittig, D.F. et al, 2018). The following are the best practices for dealing with issues, concerns, and dangers in technological environments:

1. Develop proactive models, methodologies, and tools to allow risk assessment. 

2. Implementing an unambiguous patient identification procedure.

3. Developing and applying decision support to increase safety.

4. Creating a cultural and legal framework/safe harbor for exchanging information regarding dangers and adverse events.

5. Creating real-time systems for automated surveillance and monitoring of system performance and safety.

Leadership Roles within the implementation and use of Health Care Technology

Effective leadership is critical to effective implementation. There are several chances for leaders to help their teams during the implementation process. However, it is difficult to make conclusions about what types of leadership managers should perform and under what conditions (Richter, A., von Thiele Schwarz, U., Lornudd, C., Lundmark, R., Mosson, R., & Hasson, H., 2016). According to extant implementation (MHA FPX 5068 Assessment 2 Effective Leadership and Communication) leadership models, numerous actions help or impact implementation.

This involves assisting employees, offering feedback, communicating about implementation, influencing the work environment, and acting as role models (Richter, A. et al. 2016). Additionally, leadership skills must be developed via ongoing and continuous training. Exposing managers to multiple implementation objects within the same training framework stresses the general features of implementation leadership, which aids in the development of successful implementation leadership that is less reliant on a specific implementation endeavor (Richter, A. et al. 2016). Furthermore, experiential learning methods are used to assist transmit the abilities and behaviors required throughout implementation, resulting in a well-rounded leadership team. 

Develop Ongoing Strategies for Communicating 

Effective communication is the basis of any successful system deployment or update. Employees may experience tension and anxiety as a result of technological changes or upgrades. Creating and executing effective communication methods may keep employees informed about system improvements, their purpose, and progress, while also gaining the support required to enhance procedures and increase productivity (Solorio, J., 2019). Leadership should develop a communication plan for informing and engaging staff throughout system upgrades or modifications. 

The target audience should be considered while developing a strategic communication plan. Managers should schedule regular communication with both internal and external teams, including the leadership team, equipment providers, and contractors (Solorio, J., 2019). Communication methods should include email, phone, department meetings, one-on-one chats, educational sessions, and any other form that addresses and connects with the target audience. Furthermore, the communication strategy should contain a flexible timeframe that incorporates the system update schedule. Finally, one of the most crucial aspects of the strategic communication strategy is to incorporate feedback from the target audience.

Feedback is necessary throughout the update process (MHA FPX 5068 Assessment 2 Effective Leadership and Communication) to evaluate the audience’s response and ensure that no misconceptions arise (Solorio, J.,2019). Once the communication strategy is completed, leadership should review and approve it for usage during the upgrade.

Approaches to Managing Relationships with Vendors 

Healthcare companies are increasingly contracting with third-party providers for their health technology systems. Third-party suppliers give the product and service to the business, eliminating the need for the organization to handle the technology. Designing, developing, implementing, and maintaining cutting-edge EHRs within complex adaptive healthcare organizations is challenging and necessitates close collaboration among all relevant parties (Sittig, D.F., Ash, J.S., Wright, A., Chase, D., Gebhardt, E., Russo, E.M., Tereck, C., Mohan, V., & Singh, H., 2021). Because suppliers are third-party entities, many businesses do not manage their relationships proactively and only contact them when an issue emerges. For continuous organizational growth, businesses must be proactive in developing strong relationships with outside vendors.

Good communication and a clear knowledge of scope, roles, and duties enable organizations and suppliers to grow and create collaborative relationships (Jacques, S., & Watson, A. 2017). Additionally, organizations and vendors should assess important issues such as EHR technical capabilities, usability, EHR standards, EHR testing, workflow procedures, support staff, EHR infrastructure, and clinical content. Within these domains, defining clear roles and duties for suppliers might lead to a common understanding on how to produce safer and more effective EHR-enabled health care (Sittig, D.F. et al, 2020).

Conclusion – MHA FPX 5068 Assessment 2 Effective Leadership and Communication

Effective leadership and communication are critical to the effective adoption of health information technology at St. Anthony Medical Center. Addressing interoperability and end-user acceptability issues necessitates proactive risk management, strong leadership support, continual communication tactics, and solid vendor relationships. By concentrating on these areas, Vila Health can improve patient care while also ensuring the long-term development and success of its healthcare technology projects.

References

MHA FPX 5068 Assessment 2 Effective Leadership and Communication: Jacques, S., & Watson, A. (2017). Proactive vendor management for healthcare technology. Biomed Instrum Technol. Retrieved from https://doi.org/10.2345/0899-8205-51.2.116

MHA FPX 5068 Assessment 2 Effective Leadership and Communication: Richter, A., von Thiele Schwarz, U., Lornudd, C., Lundmark, R., Mosson, R., & Hasson, H.(2016). iLead – a transformational leadership intervention to train healthcare managers’ implementation leadership [PDF]. Implementation Science, 11, 108-120. Sittig, D.F., Wright, A., Coiera, E., Magrabi, F., Ratwani, R., Bates, D.W., & Singh, H. (2018). Current challenges in health information technology-related patient safety. Health Informatics Journal. Retrieved from https://journals.sagepub.com/doi/full/10.1177/1460458217714893

MHA FPX 5068 Assessment 2 Effective Leadership and Communication: Sittig, D.F., Ash, J.S., Wright, A., Chase, D., Gebhardt, E., Russo, E.M., Tereck, C., Mohan, V., & Singh, H. (2020). How can we partner with electronic health record vendors on the complex journey to safer health care? Journal of Healthcare Risk Management. Retrieved from https://doi.org/10.1002/jhrm.21434

MHA FPX 5068 Assessment 2 Effective Leadership and Communication: Solorio, J. (2019). Effective communication strategies for ongoing plant upgrades. Retrieved from https://www.corzan.com/blog/effective-communication-strategies-for-ongoing-plant-upgrades

MHA FPX 5068 Assessment 2 Effective Leadership and Communication: Vila Health (n.d.). Effective leadership and communication. Retrieved from https://media.capella.edu/CourseMedia/mha5068element20684/transcript.asp

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