People and organizational aspects of medical informatics
Lorenzi, N.M.; Riley, R.T.; Blyth, A.J.; Southon, G.; Dixon, B.J.
Studies in Health Technology and Informatics 52 Pt 2: 1197-1200
1998
ISSN/ISBN: 0926-9630 PMID: 10384649 Document Number: 493577
Positive outcomes come to health care organizations that are doing the right things well, that is, their organizational strategies are aligned with their environments and they are executing those strategies well. Likewise, the informatics strategies must also be aligned with the organization's strategies. Without this congruence, informatics does not have the potential to have a substantial positive impact on the overall organizational outcomes. The execution of the informatics strategies must also be exemplary; however, the change processes required for achieving the desired informatics and organizational outcome goals are demanding and complicated. Implementing them in extremely complex organizations that operate on a 7-day by 24 hour basis is not easy. However, we are constantly learning more about complex change processes and the ways we can better manage them to improve our needed informatics outcomes. The challenge is to build upon the existing research base to more us even further ahead.