Applying Kotters 8-Step Process for Leading Change to the Digital Transformation of an Orthopedic Surgical Practice Group in Toronto, CanadaJacqueline Auguste*
Department of Orthopaedic Surgery Humber River Hospital, College of Physicians and Surgeons Ontario
- Corresponding Author:
- Jacqueline Auguste
Department of Orthopaedic Surgery Humber River Hospital
College of Physicians and Surgeons Ontario
E-mail: [email protected]
Received January 05, 2013; Accepted August 07, 2013; Published August 15, 2013
Citation: Auguste J (2013) Applying Kotter’s 8-Step Process for Leading Change to the Digital Transformation of an Orthopedic Surgical Practice Group in Toronto, Canada. J Health Med Informat 4:129. doi: 10.4172/2157-7420.1000129
Copyright: © 2013 Auguste J. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Primary health care in Canada has entered a period of transformational change with a key initiative including support for implementation of electronic medical records. Lack of engagement by end-users has been found to bethe key factor contributing to failed implementations of EMR in the healthcare setting. Change models have been found to be effective tools to bring about organizational transformations. In this study, Kotter’s 8 Step Process for Leading Change is implemented to digitally transform a community-based three-surgeon orthopaedic surgical practice in Toronto, Canada. Having identified the residual paper-based operational tasks employed by the partner surgeons and staff, and having implemented the digital alternative for these tasks through the use of a comprehensive EMR computer program, Kotter’s 8-Step Process for Leading Change is successfully applied to the EMR adoption process leading to digital transformation above a 95% threshold.