Proper post “Clinical Groupware: A Definition (Version 2.0)” is pending…

Will think about it all there and get back to you.

Thank you and have a wonderful rest of the weekend.

Cheers Chuck

Great clinical groupware across organizational boundaries won’t be possible without great clinical groupware within organizational boundaries. It’s not a question of which to do first but rather whether or not to do both well.

Effective, efficient, and satisfactory clinical groupware (parallelism with the ISO usability definition is intentional) across organizational boundaries won’t be possible without effective, efficient, and satisfactory clinical groupware within organizational boundaries.

Without some kind of workflow-based clinical groupware engine, or engines, within and without the physician practice, passing data *and* coordinating the pragmatic effects of that data (that is, supporting and facilitating care coordination) the result will be fragile, ambiguous, unscalable, frozen cross-organizational workflows.

“Well understood, consistently executed, adaptively resilient, and systematically improvable workflow *between* health care organizations is not possible without well understood, consistently executed, adaptively resilient, and systematically improvable workflow *within* health care organizations.”

Well Understood, Consistently Executed, Adaptively Resilient, and Systematically Improvable Pediatric and Primary Care EMR Workflow

I can only point the way, Grasshopper. You must walk the path yourself.

Conventional wisdom: health information exchange first, then maybe get around to thinking about workflow later

Chuck’s model: understand/define workflow (and EMR usability) FIRST, then define health information exchange (data) requirements.

Yes?

Both for your kind comment and your continuing leadership.

Your posts and publications are the items I most frequently forward to my colleagues.

I’ve already spoken with Vince Kuraitis from the CGC, look forward to further exchanges of ideas, and intend for clinical groupware and clinical BPM to realize their full potential.

There is a great deal to be gained by combining the kind of clinical groupware advocated by the CGC with the process-aware EMR groupware I’ve been promoting for a decade.

The three technology trends I see coming together are:

Process-aware EMR workflow/BMP approaches,

CSCW/Clinical groupware and social informatics approaches, and

Modular componentized EMR architectures.

Cheers!

–Chuck

Seriously: I think the (process-aware workflow) + (social groupware) + (componentized modular plugins) confluence is an example of an enabling/disruptive technology that will greatly affect the evolution of EMR/EHR technology over the next five years. In other words, we’re still forward thinking. If we are as correct now as we were then, zowie!

Twitter worked for me (so far) because I needed a way to keep my blog fresh while I was away from the desktop and because I (have always) needed a way to record ideas for future reconsideration. Like Bill Blazejowski in Night Shift, I too used to whip out a small recorder once in a while. Now I whip out a smartphone.

Two weeks at the beach triggered my investigation, however the solution to that “problem” also applies to standing in line while surfing the Web or sitting bolt upright in bed with an idea. How to record a fleeting idea in a form that will potentially benefit the most people the most. No matter how obscure the subject, if you take the 10 folks who care most about that subject out of the 1.5 billion on the Internet, and you give those 10 people a way to bounce crazy ideas of each other, some good and much entertainment may result–in principle.

I also realized, after I investigated it, that tweets resemble the short, unformatted, email-subject line reminders, URLS, and photos I already send myself. I just needed to pretty them up and punch them into the Twitter client instead of my email client.

Smartphone mail client:

Smartphone Twitter client:

Twitter solved a problem I needed solved doing it similarly to what I already do. (I could mention a certain pediatric EMR workflow system that solves problems pediatricians have, by doing things the way they already do them, but that would be tacky! Oh what the heck!)

Or maybe it’s just a fad and I’ll lose interest. We will see. That’s the great thing about life, you try some things and they work, you try other things and they don’t work, and that’s progress.

–Chuck

2010 here we come!

Chuck

You have a wonderful famliy. I hope my wife and I are as lucky as your parents. Be blessed and have a happy holiday.

We’ve (and I’ve) literally been making these points for years. We have a saying around here, that we’ve been talking about workflow and usability until we are blue in the face, but now is not the time to stop being blue in the face. Instead, we should become an even deeper, more compelling, shade of blue. Musical cognition and cognitive science, senior- and child-friendly design (see postscript), an untraditional website, aviation human factors, the fastest gun in the west, and even kickbikes, are all part of a creative attempt to explode EMR stereotypes by becoming even more blue in the face (that does seem close to a mixed metaphor, sorry).

Thank you much for your post and I hope you do so again!

P.S. While we’re on the subject of exploding stereotypes, I’m working on a sci-fi styled post about what pediatric EMRs will look like in twenty years. Children’s art on the walls, Little Mermaid running on a VVVVUUUHDTV, interactive toys in the corner, and an EMR that looks like it was designed by a children’s book illustrator. It’s all part of gradual evolution toward increasingly child-friendly ecosystems of reassurance and meaning. My wife works in the hotel industry, where scenography is a hot topic. As I understand it, scenography is design of a space as if it were a stage or movie set to tell a story. As in, when you check into a luxury hotel, part of what you are paying for is starring in your favorite movie. Hotel consultants are finding demand for their services in healthcare. I wouldn’t be surprised to see pediatric practices set up using scenographic techniques to achieve similar effects for their own child stars (may already be happening in rudimentary form). The pediatric EMR is part of the set, so it needs to be part of the story. EncounterPRO already has big (48 pixel square) buttons with soccer balls, flowers, and arms in casts–one percent of the way there?

Cheers

–Chuck

Leadership Summit on Project and Portfolio Management for Health

12/03/2009 - 12/04/2009

Boston Park Plaza Hotel

Boston, MA

OUTSIDE INDUSTRY: Analyzing the Success of the Aviation Industry’s Implementation of Crew Resource Management

http://www.worldcongress.com/agenda.cfm?level=inside&ConfCode=HL09036&agendaID=433&subAgendaID=1138&subAgenda_SubAgendaID=0&speakerID=4198#Speaker-4198

With tens of thousands of daily flights in the U.S., airline flight crews make millions of life-sustaining decisions every day. Crew Resource Management has opened the lines of communication, leveled the hierarchy, standardized operating procedures, and engaged the entire organization in the airline safety equation. As a result there have been zero fatalities on major carriers in the U.S. since 2001.

Acquire practical knowledge of effective interaction within high performance teams.

Explore an interactive model of six risk-management skills.

Preparation
Team Building
Workload Management
Decision Making
Situational Awareness
Communication

Apply those skills to situations outside the airline industry.

Captain Art Samson
Delta Air Lines (Retired);
Author, The Captains’ Airline; Cruising Toward Disaster

Art Samson spent thirty five years as a professional aviator, trainer, and evaluator in both military and airline environments. At Delta Air Lines he was instrumental in developing and delivering Crew Resource Management training to ten thousand pilots and eighteen thousand flight attendants. During the twenty years such training has been provided, accident rates have plummeted and fatalities attributable to the airline have fallen to zero.

Samson parlayed a leadership scholarship into an English degree at Lewis and Clark College in Oregon. While there, he captained the swimming team and powered them to consecutive conference championships before graduating in 1968. He became a Naval Aviator in 1970 and immediately returned to Pensacola, Florida as a flight instructor. Later he commanded countless sensitive reconnaissance missions throughout the Pacific and Indian oceans before commencing his airline career in 1977.

As an airline pilot, Captain Samson served as a check airman and director of Delta’s Pilot Instructor School in Salt Lake City. While there he completed a Master of Professional Communication degree at Westminster College. He created and taught an Aviation Human Factors curriculum at the college.

Art now resides in Bend, Oregon where he writes, consults, and lectures. His first novel, The Captains’ Airline, will be published late in 2009.

Cheers

–Chuck

Leadership Summit on Project and Portfolio Management for Health

12/03/2009 - 12/04/2009

Boston Park Plaza Hotel

Boston, MA

OUTSIDE INDUSTRY: Analyzing the Success of the Aviation Industry’s Implementation of Crew Resource Management

http://www.worldcongress.com/agenda.cfm?level=inside&ConfCode=HL09036&agendaID=433&subAgendaID=1138&subAgenda_SubAgendaID=0&speakerID=4198#Speaker-4198

With tens of thousands of daily flights in the U.S., airline flight crews make millions of life-sustaining decisions every day. Crew Resource Management has opened the lines of communication, leveled the hierarchy, standardized operating procedures, and engaged the entire organization in the airline safety equation. As a result there have been zero fatalities on major carriers in the U.S. since 2001.

Acquire practical knowledge of effective interaction within high performance teams.

Explore an interactive model of six risk-management skills.

Preparation
Team Building
Workload Management
Decision Making
Situational Awareness
Communication

Apply those skills to situations outside the airline industry.

Captain Art Samson
Delta Air Lines (Retired);
Author, The Captains’ Airline; Cruising Toward Disaster

Art Samson spent thirty five years as a professional aviator, trainer, and evaluator in both military and airline environments. At Delta Air Lines he was instrumental in developing and delivering Crew Resource Management training to ten thousand pilots and eighteen thousand flight attendants. During the twenty years such training has been provided, accident rates have plummeted and fatalities attributable to the airline have fallen to zero.

Samson parlayed a leadership scholarship into an English degree at Lewis and Clark College in Oregon. While there, he captained the swimming team and powered them to consecutive conference championships before graduating in 1968. He became a Naval Aviator in 1970 and immediately returned to Pensacola, Florida as a flight instructor. Later he commanded countless sensitive reconnaissance missions throughout the Pacific and Indian oceans before commencing his airline career in 1977.

As an airline pilot, Captain Samson served as a check airman and director of Delta’s Pilot Instructor School in Salt Lake City. While there he completed a Master of Professional Communication degree at Westminster College. He created and taught an Aviation Human Factors curriculum at the college.

Art now resides in Bend, Oregon where he writes, consults, and lectures. His first novel, The Captains’ Airline, will be published late in 2009.

Cheers

–Chuck

Leadership Summit on Project and Portfolio Management for Health

12/03/2009 - 12/04/2009

Boston Park Plaza Hotel

Boston, MA

OUTSIDE INDUSTRY: Analyzing the Success of the Aviation Industry’s Implementation of Crew Resource Management

http://www.worldcongress.com/agenda.cfm?level=inside&ConfCode=HL09036&agendaID=433&subAgendaID=1138&subAgenda_SubAgendaID=0&speakerID=4198#Speaker-4198

With tens of thousands of daily flights in the U.S., airline flight crews make millions of life-sustaining decisions every day. Crew Resource Management has opened the lines of communication, leveled the hierarchy, standardized operating procedures, and engaged the entire organization in the airline safety equation. As a result there have been zero fatalities on major carriers in the U.S. since 2001.

Acquire practical knowledge of effective interaction within high performance teams.

Explore an interactive model of six risk-management skills.

Preparation
Team Building
Workload Management
Decision Making
Situational Awareness
Communication

Apply those skills to situations outside the airline industry.

Captain Art Samson
Delta Air Lines (Retired);
Author, The Captains’ Airline; Cruising Toward Disaster

Art Samson spent thirty five years as a professional aviator, trainer, and evaluator in both military and airline environments. At Delta Air Lines he was instrumental in developing and delivering Crew Resource Management training to ten thousand pilots and eighteen thousand flight attendants. During the twenty years such training has been provided, accident rates have plummeted and fatalities attributable to the airline have fallen to zero.

Samson parlayed a leadership scholarship into an English degree at Lewis and Clark College in Oregon. While there, he captained the swimming team and powered them to consecutive conference championships before graduating in 1968. He became a Naval Aviator in 1970 and immediately returned to Pensacola, Florida as a flight instructor. Later he commanded countless sensitive reconnaissance missions throughout the Pacific and Indian oceans before commencing his airline career in 1977.

As an airline pilot, Captain Samson served as a check airman and director of Delta’s Pilot Instructor School in Salt Lake City. While there he completed a Master of Professional Communication degree at Westminster College. He created and taught an Aviation Human Factors curriculum at the college.

Art now resides in Bend, Oregon where he writes, consults, and lectures. His first novel, The Captains’ Airline, will be published late in 2009.

From an amazing physician and team…

Why Were Doctors Afraid to Treat Rebecca McLester? [so they called-in doctors Michael and Stephanie Anderson who both stepped-up...]

1. Learn to write.
2. Choose award-winning EMR.
3. Follow instructions.
4. Allocate two months.

That pretty much describes how the new website was created too.

–Chuck

PS With respect to Step 3, please refer to third bullet.

What is it about the information presented in the web site that is resonating with people who visit? Pediatricians researching EMR’s want more than product features. They are searching for a combination of product and service that will improve their practices and their lives. And they want the minimum disruption necessary to so.

Our new website addresses these fundamental concerns in a well-researched, well-documented, and compelling manner. More usable workflow results in higher practice productivity. Higher productivity frees time and resources to see more patients, spend more time with each patient, or go home earlier (or some combination thereof). Increasing practice productivity in a short period of time (as we do in our “Live in Five” Rollout & Go-Live SYSTEM) occurs because customized workflow presents the right screens (containing the right information and order entry options) to the right people at the right time.

We are generating more leads because our web site speaks to needs with which viewers of the web site identify. Physicians want an EMR that improves their lives. The EncounterPRO Pediatric EMR Workflow System does that.

Kurt Lewin

Page 3 of Alexander’s Approaches to Planning: Introducing Current Planning Theories, Concepts and Issues

“PRAXIS: THEORY AND ACTION

Practice, in turn should be informed by theory. Practice needs theory not only to structure the world and the environment, which are objects of actions, but also to explain their actions to the actors themselves. This kind of action has been called praxis, from the Greek word for practice, which as used by Aristotle, later came to denote a certain kind of practice.

Practice in the Aristotelian sense applies to disciplines and activities demanding more than simple technical skill needed for producing artifacts–activities affecting people’s social and political lives and their broader environment.

‘The end…of the practical disciplines or praxis is not theoretical knowledge…[it] is to change our forms of activity and bring them into closer approximation to the full ideal of free human activity.’”

[my emphasis in bold]

The EncounterPRO Pediatric (and Primary Care) EMR Workflow System has a lot of excellent research-based theory behind it. Combined with our EncounterPRO Rollout & Go-Live SYSTEM (Saves You Substantial Time, Effort, and Money) EncounterPRO really is a “transformative practice, professional, and personal experience” (as we proudly state at the top of our home page).

–Chuck

Being able to look at work done in other areas that have similar impacts on human performance is helpful in creating design criteria for primary care EMR’s. As Dr. Webster points out, there is compelling information from other industries that documents how human performance is impacted by high stress situations and the factors that go into contributing to stress levels.

We in the EMR industry would be less than diligent if we did not review this literature and take advantage of the insights it provides. As I have said in previous posts, my interest is more in actual case histories from real practices than in academic studies trying laudably to reach “pure” conclusions. The real beauty is the fact that what the academic theories predict will be true, is actually true in real life situations.

EMR’s designed around the principles of workflow management and human usability help physicians perform at higher levels and facilitated better returns on investment. I am proud to be associated with a company that is taking the time and expending the effort to explore other industries and situations to find what factors can improve human-computer interaction. The medical industry needs to be able to take advantage of what computers have to offer. Studying the human-computer interface and what affects the quality of the interactions between humans and computers in other situations can do nothing but help.

Thank you for visiting and for your kind comment.

You’ve compiled a nice list of pediatric templates there.

I’ve been meaning to thank you for posting our 2007 article What Makes a Great Pediatric EHR? to your blog last year and adding a link to http://www.encounterpro.com (and thank you for the resulting traffic!).

I’m pleased we could play a part in the specialty-specific EMR/EHR series that we discussed (I think we were the first that you published).

How about an invited article on EMR/EHR Business Process Management? It’s the future.

Chuck

PS Have added a link to EHR Scope Magazine to my blog sidebar.

I spent quite a bit of time putting together an article on Pediatric EMR Workflow. It can be found here:

http://www.emrconsultant.com/index.php?mode=pediatric-emr

Obviously, however, you are the expert. Congratulations on a very well analyzed subject.

Yours,
Eric

I think I broke it when I added a form for requesting product info/demo.

Sorry, will fix it–after our new product website launches next week.

Right now, when it works, I get something in my email like what I appended to the end of this comment (but there is a comma delimited option that I’ve not explored yet).

Frankly, unless you really intend to conduct a full-fledged EMR/EHR WfMS/BPM survey, for your purposes the entire list of questions would be overkill (as in, if you go into the same amount of detail for every other area of EMR functionality you’ll end up with thousands of questions). I’d just use whichever make sense to you. For example, the litmus test mentioned in the blog post might be just right. Ask to see the natural task flow of an encounter, ask to see some user editable representation of the task flow (in EncounterPRO it looks like a picklist of steps, in other WfMSs it often looks like a Visio-style decision tree), ask for a change in the task flow (usually the easiest request to comply with is to delete a step), and finally ask to see the task flow of the encounter again. If the task flow changes in just the way that would be predicted if a workflow engine were executing a newly changed process definition, then there is likely a workflow engine under the hood. If they can’t show you a process defition, then there is nothing to customize and execute. Their workflow/taskflow/careflow is hard coded, or “frozen.”

Once I fix the form you are welcome to use it. It’s got a simple setup syntax and I probably fat fingered it when I was testing the product info/demo request form. But I *really* intended the survey as form of search engine bait to connect with other folks such as yourself who are interested in EMR workflow automation. In its present form it’s not a very efficient way to manage survey data.

I would like to see the results of any survey you do that includes questions about EMR workflow and business process management, preferably in a public venue such as your blog. Since I work for an EHR WfMS vendor it’s a bit awkward for me to go around asking EHR vendors for demos of their products. I would be perceived as having an axe to grind, and maybe I do. Me putting that survey on my blog is part of a bit of a campaign to get folks to make the connection between EMRs/EHRs on one hand and these very cool and useful set of ideas about, and technologies for, automating and optimizing workflow.

Enjoy your vacation!

–Chuck

———- Forwarded message ———-
From: Anonymous
Date: Mon, Mar 23, 2009 at 2:16 PM
Subject: EHR Workflow Management Systems Criteria Survey
To: chuckwebstermd@gmail.com

General Comments:

1. Does the EHR implement, embed, or rely on a workflow management
system?: Yes

Comment:

2. Does it rely on its own proprietary workflow engine?:

Comment:

3. Does it rely on a third party workflow engine or workflow
management system?:

If yes, which one?:

Comment:

4. Can screen sequence be determined by a user editable process
definition?:

Comment:

Comment:

5. Can process definitions be executed based on reason for patient
visit?:

Comment:

6. Can different process definitions be defined for different
specialties?:

Comment:

7. Can different clinics on a common database use different process
definitions?:

Comment:

8. Can different roles (nurse, physician) trigger different process
definitions?:

Comment:

9. Are different process definitions supplied for different
specialties?:

Comment:

Comment:

10. Can “screenless” activities be added to process definitions
so they will be automatically executed?:

Comment:

11.Can process definitions have execution priorities?:

Comment:

12. Can process definition be scheduled for recurring execution?:

Comment:

13. Can concurrently executing process definitions consolidate common
steps?:

Comment:

14. Can process definition authors designate certain steps as being
optional or required?:

Comment:

15. Can process definitions behave differently in different clinical
circumstances (patient age, sex, race, etc)?:

Comment:

16. Can process definitions be owned by roles and users?:

Comment:

17. Can other users in the same or different role assume ownership
during process definition execution?:

Comment:

18. Are process definitions stored in a database separate from
application programming code?:

Comment:

19. Can a process definition be triggered by an external application
(eg. scheduler based on visit reason)?:

Comment:

20. Can a process definition be triggered by a user?:

Comment:

21. Can process definitions assign work items directly into both
role-based and user-based work lists?:

Comment:

22. Can process definition work items have deadlines?:

Comment:

23. Can a work item deadline trigger an alert?:

Comment:

24. Can deadlines intentionally be allowed to expire?:

Comment:

25. Can process definitions trigger other process definitions?:

Comment:

26. Over what duration can process definitions span?:

Comment:

27. Can process definitions and their work items enforce role and
user permissions?:

Comment:

28. Is there a “radar view” to allow all users to monitor process
definition progress?:

Comment:

Comment:

29. Is the work item status display coded (with colors or other cues)
according to work item ownership by role or by user?:

Comment:

30. Can a user view and complete work items that have been assigned
to another user or role?:

Comment:

31. Can reminders be automatically generated for overdue work items?:

Comment:

32. Can a user delegate a work item (move it between worklists) to be
accomplished by another user or role at a later time?:

Comment:

33. Can one user or role create a reminder for the same user or role
to accomplish a work item at a later time?:

Comment:

34. Are pending work items for one user (their worklist) or role
visible to other users at the same time?:

Comment:

35. Can screen navigation be driven by process definition execution?:

Comment:

36. Is work item execution time logged for later analysis?:

Comment:

37. Is work item execution beginning time logged for later analysis?:

Comment:

38. Is work item execution end time logged for later analysis?:

Comment:

39. Is the user accomplishing an activity logged?:

Comment:

40. In what form is work item execution logged?:

Comment:

41. Can permission to perform a task be granted to a role but revoked
for a user?:

Comment:

42. Can permission be revoked by role but granted to an individual
user in that role?:

Comment:

43. Are these permissions visible in the work item status display?:

Comment:

44. Can abnormal data values trigger process definition execution?:

Comment:

45. If system logs process activity,, specifically what is logged?:

Other:

Comment:

46. What are activity completion conditions?:

Other:

Comment: test

I just completed a test eval but when I hit the send button it actually gave me a 404 error. I wanted to see the format of the test results.

Also, have you thought about developing a scoring system based on possible answers. I have been trying to develop something as a comprehensive EMR rating but maybe the answer is in developing separate surveys that rate each component of the EMR system.

Let me know if you received the test survey.

Best,
Andrew

The analogy between the trade-off between education and marketing on one hand, and where we are now and where we are going on the other hand, is intriguing. I’m going to have to think about that one and eventually get back to you (via this blog).

Thank you Frank, for giving me something to mull over for a while.

–Chuck

Given that all customers and potential customers should take anything we or any of our competitors say with the afore mentioned grain of salt, I will attempt to provide some view of things that includes both the present and the future.

This has been a challenging year. The federal government’s foray into our market has provided a decidedly mixed blessing. While the government’s support of EHR’s is laudable and means that our combined market will almost certainly see exciting growth in the future, their lack of specific guidelines regarding “meaningful use” has made it difficult for practices to know exactly how to proceed. This has negatively impacted sales in the short term, but strengthened the sales pipeline in the intermediate term. There are lots of practices that know they need to move to EHR’s, but they are waiting until the government provides clarity before deciding to proceed.

We are getting lots of very positive feedback on our belief that one of the biggest concerns among practices considering moving to EHR’s is the loss of practice productivity they will have to endure while they become used to the EHR. We have concentrated on refining our implementation protocols and materials to make sure that we can actually get a new practice back to the level of productivity they were enjoying on paper by the time our Practice Skills Instructor finishes the on-site education.

We have also been exploring other partnerships that will not only increase the number of patient encounters a practice can complete in a given time period, but increase the revenue the practice will receive for the encounters completed. This double impact on the bottom line, more encounters and more dollars per encounter, will be a significant advantage in the economics of primary care medicine.

We understand Pay for Performance (P4P) and are preparing a product that will help practices measure and manage their performance against clinically accepted protocols. Better performance against protocols should result in better outcomes and better reimbursement.

We are also working on providing our customers with tools that will facilitate communication between the practice and patients. Giving patients better access to their own clinical information and helping patients provide the practice with information regarding their condition(s) on-line should result in better patient satisfaction and better practice profitability.

We are currently focused on integrating our new PM into EncounterPRO. The market is demanding a one source solution and we are preparing just that. We are defining what a truly integrated practice would look like and we see some very exciting possibilities.

All of that should provide people with a view of what it is we are working on for the future. For our current customers, we are working on redesigning our support process. We are preparing an on-line support tool and what we are calling EPRO University. Both of these tools will give practices and all of their personnel 24/7 access to information that will help them solve their own problems on their own schedule.

We are also working diligently on moving people to Version 5. Moving to Version 5 will provide many user benefits and the on-line support sources are linked directly to this version. Good information on how to do things in the screen in which a person is currently working will be just a “click” away.

While not everything I mentioned is currently available, we are working hard to, as Jean Luc Picard would say, “Make it so!” I hope this had provided some glimpse into the present as well as the future here at EncounterPRO.

Re: The EHR Workflow Management System Survey.

I changed initial “General Comments” to “General Comments and/or Software Name”

Also added a required field for an email address at the bottom of the survey so that I can forward the results in delimited format back to you.

Just click the “Send Email” button at the bottom of the survey.

I’m applying the Creative Commons Attribution 3.0 License to everything in my blog. So you are free to reuse or adapt my material as long as you follow the instructions at Creative Commons Attribution 3.0 License.

I added the following to my sidebar to make it easier.

© 2009 Charles Webster, MD, MSIE, MSIS

Please attribute Charles Webster, MD, MSIE, MSIS as the creator of this work.

Please indicate the title of the Work: EHR Workflow Management Systems

Please include this URL for the Work: chuckwebster.com

Thank you!

Additional Instruction

So you are free to use and adapt the workflow survey as long as you include my name, the title, and a URL back to this site (it’s sort of like open source software, except it’s about ideas and words and images, not executable code).

Let me know if you have any questions about the survey (or anything on the blog for that matter, which is sort of what the blog is for anyway, right?) or if I can be helpful with regards to any of the EMR workflow related aspects of your quest. I am truly quite interested!

Cheers

–Chuck

Thanks for the encouragement…..I am not sure that I know what I am getting myself into.

This work flow management assessment would be a great addition to our current evaluation methodology.

Will the completed survey be emailed to you and where would the name of the program go?

Thanks for the add, I added a link on my site as well.

Andrew

If the secret to living a long time is to set yourself a very difficult task, I think you’ll be around for quite a while.

I’d be delighted to collaborate on topics of common interest.

I’d also love to hear from you to what degree you observe workflow management system functionality in the EMR systems you review. Here’s a draft of a survey you are welcome to use.

I’ve added you to my blogroll.

Cheers

–Chuck

I would love to collaborate on topics or issues for our two sites. Can we exchange links to mutually benefit our readers.

Best,
Andrew Eriksen