Change is hard in any industry, and the medical field is no different. But once you have inventoried where your strengths lie, and where your deficiencies fall, you are already well on your way to assessing what needs to be done in order to manage and implement these changes effectively. In the previous post, we covered taking inventory of what your practice has, and needs to purchase or update. In this section, we will relate how effective strategies in your game plan will make the overwhelming task of updating your current systems seem effortless.
A vital component in this change is going to be your current office staff. A brainstorming session comprised of your key employees that will be effecting the change is mandatory. While your office manager may be competent at their current daily tasks, the news changes that need to be tackled may be slightly beyond his or her scope. Discuss this possibility with them and work with what they are capable of handling. Knowing that you may need to outsource a project manager or enlisting one of the numerous healthcare management companies out there is a realistic possibility. Trying to push a project onto someone who cannot handle it will only cost more money in the long run.
Make sure you are informed of what actually needs to be done. There are various media outlets available to us. Present materials such as videos, on-line training, etc. to not only your staff, but to yourself as well. You are being held accountable for these changes, and intimate knowledge of them is mandatory.
Formulating a budget and a time-frame for implementation is key. You cannot begin to transition until you are fully aware of the scope of the project. Once this has been formalized, stick to your plan. Ask the project management team for their input on what needs to be done – software, training, documents, devices, etc. Communication is an invaluable tool here. Give each initiation its own timeline within the general scope of the project. Forming mini tasks to be completed gradually gives the project a more graspable aspect, and makes it less daunting.
Schedule internal audits of the progress. Make sure you stay on top of this. Don’t just take the word of your project manager. Hold them monthly, quarterly – whatever timetable works with your establish timelines. Successful completion of each section of this process is the only way to ensure a reachable goal – and that is to update and embrace the changes in healthcare, not dread them.