Ebaad Ahmed Group 10 Week 10 Chap 22 B 1.

Converting to digital from an analog workflow was the biggest change that our group has ever experienced on a departmental level. Radiology departments for the longest time have been operating with xray films as their sole means of imaging, like any other medical imaging departments paper charts and imaging processors has been the norm of our department. Loss of patient films, misprocessing of images, errors in manual data entry and wrong images being attached to wrong patients, used to be the order of the day, but advent of computers in medical industry has changed this world for ever. Our department was swept away by this change in the year 2002 when we experienced the first ever images acquired digitally and were viewed and interpreted by the radiologists in a matter of minutes. After that it was just a matter of days when the whole department was taken away by this digital transformation. Medical images and their acquisition is the most basic business and purpose of a Radiology department and any slight change in the medium or the process of imaging, has a wide scope and a much greater magnitude of impact on the workflow of the whole department and the way it serves its immediate customers. The operation ranges from any patient that checks into emergency department to the orthopedics department looking at fixing the broken bones. Digital acquisition of medical images and their distribution via the computer systems was an enormous change. This was evident and was on the forefront of the projects

slated for our department. The planning phase started almost a year and half before the actual implementation. Key players and stakeholder met on a regular basis to discuss the change, its scope and impacts on various aspects of the workflow, the impact was also measured with respect to the available personal resources and their transformation into new roles to accommodate the requirements of the change and their training to adapt the new processes. Digital images were also accompanied with the digital scheduling process that was designed to schedule and register patients via a software application tied to the imaging process to keep the orders, the images and their medical interpretations intact. The images were also supposed to be viewed, interpreted and archived digitally, and due to the regulatory requirements around the digital workflow all the policies and procedures had to be updated to reflect the new practices. This planning and working out of the details took almost a year before we considered our department to move towards the actual change. A consulting company was hired to evaluate the financial impact, net worth and the net gain from the change and its prospects to the future of the organization. Each and every person was accounted for when it came to communications and training, regular updates were broadcasted and discussed with the triage teams to review and reassess the new strategies and interfaces with other departments. Then finally we evaluated the structural and physical changes to the department to get ready to embrace the change. Due to consistent communications and ongoing training sessions, most of the staff was excited to experience this transformation, except the ones who were most likely on the last laps of their radiology career and have spent all their life working with the paper charts and hard copy films and were intimidated by the use of computers. But still there was a positive atmosphere and an optimistic environment through out,

every body believed the fact that the department procedures and practices are archaic and can be greatly enhanced by the introduction of computers and digital workflow. It turned out to be a gradual change and we had to run parallel processes in order to implement the change and validate the new functionality and procedures. The change to digital workflow had some immediate impacts and huge long term benefits. The thing that was immediately observed and appreciated was the ability to provide results and findings instantaneously to diagnose the cause and determine the treatment plan and course of care delivery for the patients at hand. This was a huge change as the patients can be treated in matter hours versus the old days where just the processing of images took almost a week before they were even interpreted and results were delivered to the care providers to set the course of action. The other major impacts were the minimal loss of production time due to digital scheduling of patients and graphic display of the schedules to all the care providers to schedule the patients where ever they see an available slot. Loss of images and the errors related to the mismatch of the patient demographics were remediated to a large extent as the digital patient recognition and the process of attaching the images to the demographics thorough the software application proved to be consistent and flawless. Images were digitally available throughout the hospital network for any provider to review as reference. The long term affects were the increase in revenue with increase in number of patient seen and the feasibility of reading the images virtually any where in the region regardless of the physical location of the interpreting radiologists, which reduced the cost of maintaining real estate and physical offices for the radiologists and also gave them flexibility of schedules to read cases whenever they want according to the contractual agreement with the management. It also gave the

opportunity to the management to implement voice recognition system to reduce the reliance on the transcriptionists and basically eliminated to time it took to dictate the findings, transcribe them and then the final approval of the report. Radiologists were able to dictate and transcribe their findings simultaneously. Continuous future maintenance, upkeep and upgrades of the systems were also planned and a transition process was designed to officially hand over the project to the maintenance team upon the completion of the implementation phase. As a whole the project was a huge success and the effort was appreciated on every level, it took a lot of evaluation, planning and communication to initiate the change and the implementation was fairly easy since the planning took a long a tedious route. The department as a whole and staff individually experienced a lot of bumps and road blocks which were overcome by the visionary and determined leadership who kept a positive attitude and maintained an optimistic approach towards the change while keeping everybody focused and converged to the ultimate goal.

Chap 22 B 2.

What theories do you have about organizational change? What

factors might determine success or failure? Having been in the computer industry for a long time now and experiencing several changes almost every quarter year, I have become an avid supporter of Incremental Change. This kind of change is gradual and is staged in phases. This helps a lot to disseminate the information and communication about the change. It also provide enough time for the associated parties to digest the change. It is rather subtle than sudden and

involves everybody to express their concerns, provide their input and adjust or pace the process accordingly.

The measure of completion of the goals and objective set forth and understood prior to the start of the change determines the success or failure of the change. If all the goals and expectations are met to a satisfactory level and the people and workflow understand and are functional without an arduous exertion, the valuable information provided during planning and dry runs are implemented without any unexpected situation then the process is considered successful. Users and stakeholders have full information, training and practice to adapt the change and seem comfortable working with the new set of rules, and then it seemed to be a successful change. A mishandled and chaotic change of workflow without prior planning and ample notice or training to the users can be considered as a mismanaged project.

Chap 22 B 3.

What skills are necessary for instituting change?

Following are some of the skills required to institute a change, Make people believe in the need for change. Present a picture of success as a result of change. Take in account of the stress and fatigue people will experience to implement the change. Keep everybody informed and well communicated of the process. Finances are always considered as important to institute and facilitate the change.

Remind people and clarify their responsibilities and hold them accountable and focused to the process.

Chapter 22 To clear the misunderstandings that cause resistance by helping people understand the reason for change, the form it will take and likely consequences is known as, A) Participation and Involvement. B) Coercion C) Co-optation D) Education and Communication Correct Answer: D (pg. 647)

12 Angry Men Juror #8 acted as the catalyst to the change and assumed the responsibility for managing the change activities, he can be considered as, A) Resistance to change B) Catalyst agent C) Change executive D) Reacting agent Correct Answer: B (pg. 642)

My goals upon completion of the course were that, I will be able to manage my professional challenges and personal endeavors better. I should be able to understand human behaviors in context of organization; build an organization with positive behavior and help nurture commitment rather than compliance among the organization around. I have learnt a lot from the course and especially by reviewing and commenting on the movie 12 Angry Men. It has been a perfect example to understand several human behaviors, based on their particular social, cultural and economical backgrounds and their upbringing. I really loved to read all the commentary and various practices my peers shared to handle human behaviors and skills they used to bring about the change in their professional place. In my opinion this has been a course of great value as after learning from the aforementioned sources, I tried to apply them successfully at work and found some very positive results. I do deal with a cultural and religiously diverse team, and it has been a real challenge to understand and work with their strengths and weaknesses in a way that there always is positive energy and optimistic approach to the projects handled by the team. I learnt how to react to certain situations and how to respond to the behaviors in a manner that reflects the core values of the organization and uphold the psychological contract understood by me and my customers and team that Im responsible for. Im working to build a more committed team and looking forward to a cohesive and coherent working environment and relationships.

My primary goal for this course was to better understand the concepts behind organizational behavior and apply them in my work life which I have absolutely been able to do and have done so rather successfully. I have a culturally diverse team that I manage: three Mexican women, an African American woman and Im White. So you can imagine how having a better understanding about different cultural norms has been able to help me work effectively with my team. I will continue to work with my team to build them up and get them to work at their maximum capacity. Understanding that each member of the team has different skill sets and goals for themselves are also important factors to remember while moving forward in my management career. Most importantly though is that I will continue to work towards being a successful leader rather than a tyrannical one.

I learned a lot from this course. My main goal was to learn Organizational behavior and how to do a good team work. I learned through this course how to have good work relationships with my peers, how to work together with your subordinated and superiors. I learned a lot on how to deal with diversified individuals as I work with people from different cultures and religions. I learned about workplace ethics, interpersonal communication, conflict & negotiation, work teams, perception, managing change. I feel this course has really helped me a lot and I can apply the principals from this course towards my business and day to day activities. I also would like to thank my team members as it was real fun working and learning with them. We truly are a Hot Team.

My goal at the beginning of this course was to be able to really understand the premise of organizational Behavior and how I am able to use this in my future whether its through completing school or through out my career. I found after this course that OB is used everywhere though proper communication, understanding different personalities and group dynamics, and also learning how to make managerial decisions. These are all some of the factors of OB that I had learned through out this course and will continue to utilize and hopefully perfect for time to come.

Week # 10 Group # 10 Group Members: Danae Thomas Ebaad Ahmed Erica Thompson Gaurav Sharma

The overall goal and the main benefit of this course were to understand the concepts of Organizational Behavior and be able use them in our work life, which most us have successfully achieved. This course alone definitely cannot transform us into the masters of the subject but gave us very valuable tools and an insight of the topic to experiment in our world and use these concepts to enhance our professional relationships. We learned a lot on how to deal with diversified individuals as I [we] work with people

from different cultures and religions. I [we] learned about workplace ethics, interpersonal communication, conflict & negotiation, work teams, perception, managing change. (Sharma) After getting a better understanding of the concepts we find that OB is used everywhere through proper communication, understanding different personalities and group dynamics, and also learning how to make managerial decisions. (Bustami) We understand the dynamics of teams and the fact that each member of the team has different skill sets and goals for themselves are also important factors to remember while moving forward in my management career. (Thomas). Conclusively with tools and knowledge from the course, we are confident that we can build committed teams in a cohesive and coherent environment, producing far better results and we proved it through our own progress that we are a Hot Team.