Successfully implementing patient care information systems (PCIS) in health care organizations appears to be a difficult task. After critically examining the very notions of 'success' and 'failure', and after discussing the problematic nature of lists of 'critical success- or failure factors', this paper discusses three myths that often hamper implementation processes. Alternative insights are presented, and illustrated with concrete examples. First of all, the implementation of a PCIS is a process of mutual transformation; the organization and the technology transform each other during the implementation process. When this is foreseen, PCIS implementations can be intended strategically to help transform the organization. Second, such a process can only get off the ground when properly supported by both central management and future users. A top down framework for the implementation is crucial to turn user-input into a coherent steering force, creating a solid basis for organizational transformation. Finally, the management of IS implementation processes is a careful balancing act between initiating organizational change, and drawing upon IS as a change agent, without attempting to pre-specify and control this process. Accepting, and even drawing upon, this inevitable uncertainty might be the hardest lesson to learn. Copyright

Electronic patient record, Failure, Implementation, Patient care information systems (PCIS), Success
dx.doi.org/10.1016/S1386-5056(01)00200-3, hdl.handle.net/1765/61646
International Journal of Medical Informatics
Erasmus School of Health Policy & Management (ESHPM)

Berg, M. (2001). Implementing information systems in health care organizations: Myths and challenges. In International Journal of Medical Informatics (Vol. 64, pp. 143–156). doi:10.1016/S1386-5056(01)00200-3