PubMed · 15283513
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2004. Wireless hotlist.. https://pubmed.ncbi.nlm.nih.gov/15283513/
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Hospitals have great expectations that technology will address their critical strategic issues. However, obtaining satisfactory results--or having confidence that it can be done well--has been a challenge. Most hospital executives acknowledge that success is not primarily a matter of whether or not the technology is capable of performing required functions; rather, it is a matter of whether people will use the new technology to improve performance. While care delivery, patient safety, and hospital margins stand to gain from the increased use of automation and electronic information, these are not actually technology projects. Instead, these are process breakthroughs that are enabled by technology that yield performance improvements. Hospital clinical and administrative leaders own the results and must take active ownership of projects. This paradigm shift begins when project sponsors have a clear understanding of their role in technology-based change initiatives.
The ever increasing are of information technology has deeply influenced, indeed changed our lives. Under its impact, healthcare institutions have constantly changed to improve the quality of patient care. Enterprise management has become a major focus of hospitals, and the development of nursing information systems has accelerated in line with this worldwide trend. The purpose of this study is to apply Lewin's change theory in analyzing a nursing information system, as well as to explore issues regarding challenges that such systems will present to managers and staff and the strategies that can be applied in order to set up the infrastructure for future nursing information systems.
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