They say they do not feel comfortable using it, they only had a short training period, and they were not involved in the selection or the implementation.

Respond to discussion question 1 and 2, min. 100 words:
You started as the new HIM Manager a couple of weeks ago. Your department began using workflow technology about 2 months ago with an imaging system that has been used for 1 year. With the implementation of workflow, the department started coding and analyzing charts online. One of the first things that you noticed when you started work was the stress level of the coders – they are panicking. When you meet with them, both as a group and independently, you find out that they hate the new system. They say they do not feel comfortable using it, they only had a short training period, and they were not involved in the selection or the implementation. What are your plans to improve this situation?

1. Change is often seen as challenging and disruptive in the workplace, and many employees resist it. One of the management’s responsibilities is to help make the transition phase as smooth as possible. As a new manager, the first action would be to assess the situation. Unfortunately, the employee stress level has increased due to challenges associated with new system implementation and inadequate training.

To help improve the team dynamics, I would focus on two key issues: lack of proper training and lack of communication about the vision of the new system.

Our textbook discusses Kotter’s three phases of change. The first phase involves implementing and sustaining change. This stage was already implemented, but employees need additional training, and as a manager, I would assess current employee levels and build up from there. The second phase of Kotter’s phases of change discusses how successful change can be facilitated. Some actions to facilitate phase two are: creating short-term wins, empowering action, and communicating vision (Oachs & Watters, 2020). Finally, the third phase discusses how it is crucial to create a climate for change by creating a compelling vision and creating a sense of urgency (Oasch & Watters, 2020). Adequately trained and well-informed employees can be empowered to push through short-term challenges to achieve better success.

2. In the case study presented, I find that meeting with the coding staff, both as a team and individually, to understand their concerns is already a great start improving the situation. Over time we develop a routine and begin to understand a workflow that works for us. When there is a sudden change, we are thrust into a situation of unknowns that we may have very little control over. The initial panic is to be expected but should not be persistent. Because I am armed with the knowledge that they feel unprepared, I would inquire about receiving further training for the coding staff. I would also remind them that although change can be scary, even if it is a positive one. I would reinforce that their feelings are valid and having an open dialogue allows for new ideas to be fostered. A major motivation for people is the desire to be included and to be recognized or appreciated for the work that they do. Furthermore, employees may have considerable knowledge and ideas that can positively influence the direction of these changes that will impact on them anyway. Listening to their suggestion about new potential workflow processes can be a great way to help boost morale and lessen the panic they are feeling.