The go live. The bulk of the

The third week of practicum at Chicago Proton Center started
by shadowing all four managers from the four different departments and the
total hours accrued on this week were ten hours.

        First, I spent
an hour and a half with Andjela at the Project One meeting, the implementation
of a single EHR across the NM network using Epic. This Project One is in the
4th phase which focuses on training, development, and preparation to go live.
The bulk of the meeting included updates about super user training which
follows with the support for end-user training in January and February 2018
before going live in March 2018. Having a super-user trained helps to speed up
some basic IT support to the end user training mainly when it is more difficult
to access internal or external IT support. Training enough staff of super-users
would also help the end-users to solve the simple issues at the time of the
implementation. In addition, implementation of Epic in the center affects the
normal running of the organization, hence the staff and the physicians need to
be trained on proper use of the system so as to achieve the desired goal of the
system. Once the Epic goes live, the support consultants will be also available
to make any needed optimization and to fix the flaws throughout the process.

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         In order to
have a successful implementation of Epic in the center, management and employee
need to work together in ensuring that the resources used in developing the new
system would not become inefficient. Additionally, even though the Project One
Epic integration across the NM network seems like an IT project, it is an EHR
that creates one unified culture of quality and excellence at Chicago Proton
Center as well as other sites across the NM. With the institution-wide
implementation, Epic allows for one chart to follow patients throughout the
multiple sites in which they receive care, as well as patients, have access to
their EHR through the MyChart function.

        In conclusion,
the scale of Project One which started in the last quarter of 2015 is immense
including five phases, however, it presents a remarkable opportunity to
streamline and standardize the EHR across the entire health system. Overall, sitting
in a few of the meetings about the processes and procedures of implementation
of EHR for a such a large entity, I learned that it requires good planning,
strong management, and physicians’ leadership as well as a supportive team.

 

 

Second, during this week, I shadowed Linda for an hour and
had a one-on-one discussion about leadership skills and competencies. The most
notable trait for a manager/leader, it seems to me, is having good social
skills because I believe it is essential for a manager to be able to talk to
various personnel in the organization and show confidence and competency.

After Linda attended a Northwestern Medicine leadership
retreat on the topic of “emotionally healthy leadership,” she took the
time to share her knowledge and experience from this meeting. She taught me
various leadership insights that can be applied to my future management
position. First, she introduced to me the term “emotional
intelligence”.  She said that
emotional intelligence involves five attributes which are self-awareness,
self-regulation, self-motivation, empathy and social skills. Afterward, she
gave me some details on of these characteristics of the emotional intelligence.
The following descriptions are the understandings that I accumulated after our
discussion on this topic.

         First,
self-awareness is referred to when a manager is fully aware of his or her
feelings and recognizes their impact on the staff. Second, self-regulation is
the ability to control the feelings and think before acting. Third,
self-motivation is referred to when a manager has enthusiasm, energy, and
ambition to come to work beyond money or status. Fourth, empathy is the ability
of a manager to listen attentively to its staff when faces difficulties. Fifth,
it is the manager’s social skills that are part of the communication skills
which show the relationship with his or her staff, while providing valuable
feedback and putting effort to understand each other. All these attributes of
emotional intelligence are needed to be most effective leader according to
Linda, and I agree with her belief.  I
also believe that social skills are the most important skills for a
manager/leader to acquire because they encompass many others skills such as
communication skills which I have accentuated a lot in my work experience,
papers and journals written for this practicum course.

To conclude, I would like to say that although this
practicum is not over yet, I have seen growth in myself. I realize that I begin
to think more and more like a manager. During these three weeks shadowing
Linda, I gained a wide theoretical and practical knowledge base of managerial
principles. In addition, writing work experience assessments and journals show
that I am capable of collecting and presenting information in the form of
assessments which are recognized as managerial core skills.

 

Third, this week I also spent four hours with Marie, the
clinical supervisor, who taught me more about running effective meetings since
there is an increasing number of meetings in the workplace and as in the
center.

I was with her in the office when she worked on
her staff scheduling and was preparing the agenda for next staff meeting. She
taught me that by having an effective agenda she lays the expectation for what
needs to be discussed in the meeting. It helps staff to prepare, allocate time
wisely, and neatly get everyone on the same material and subject of the week.