ABSTRACT
This chapter offers tentative guidance on how to approach electronic medical record (EMR) implementation effectively. The term 'process' is used here to devalue the idea of discrete factors with determinable effects on EMR implementation, in favor of the notion of complex interactions between decisions, expectations, responses, software developments, learning, coordination, etc. The chapter suggests that any organization considering implementing an EMR ask what kinds of leadership will be most conducive to different stages of the adoption and implementation processes. At the adoption stage, strong technical and financial leadership should be brought together with leaders from across the clinical disciplines. During implementation, a flexible approach to leadership is needed, capable of responding in a sensitive manner to the opportunities and pitfalls encountered along the way. Most Information technology (IT) innovation models attempt to account for implementation failure. IT innovation remains a major challenge to healthcare organizations.
