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Clinical Informatics Board Prep > Change Mgmt & Leadership > Flashcards

Change Mgmt & Leadership Flashcards

ABPM CI Boards

1
Q

Workflow

A

Movement of people, info, or objects, through space or time

Can occur intra-individual, inter-individual, or institutional level

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2
Q

Petri-nets

A

Electronic capture of workflow where it touches the IT system
Cannot detect interpersonal or actions that occur outside of electronic system

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3
Q

Contextual design

A

Aimed at software designers, to help them understand the human elements of a workflow. Interview of worker, create model, and then statement of work practice. Looks at motive, patterns within task, structure needed for task.

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4
Q

CSCW

A

Computer-supported cooperative work. Two main branches, Activity Theory and Coordination Theory

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5
Q

Activity theory

A

Part of CSCW. Defines means/ends, environment (context), internal cognitive activities, and tries to anticipate changes in activities with use of new technology

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6
Q

Coordination theory

A

Part of CSCW. Focus is on harmonizing the group’s activities and looking for dependencies. Coordination, decision-making, and communication are major considerations.

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7
Q

Cognitive Task Analysis

A

Activity Walkthrough - Done by ANALYST, verified by users. Think-aloud protocol - Done by USER, who talks through their cognitive process in presence of analyst.

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8
Q

UFuRT

A

User, Functional, Representational, and Task analysis. Distributed cognition model of workflow analysis

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9
Q

Data Collection for Workflow

A

Qualitative and Quantitative (system logs, detached observer). Qualitative is more ethnographic, inductive reasoning means conclusions are evolving as data is collected.

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10
Q

Usability Testing

A

Learnability, Efficiency, Memorability, Error detection/correction, Satisfaction

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11
Q

Spaghetti Diagram

A

Overlay of motion patterns onto a physical map. Walking = waste, great for waste detection.

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12
Q

CM: Assessing institution for change

A

Level of stress, available resources, commitment of leadership

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13
Q

PRECEDE-PROCEED

A

Method for pre-change diagnosis (Social, Environment, Administrative), and post-change assessment (Evaluate process, impact, and outcome)

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14
Q

Social Influence model

A

Social Influence: I change to match another based on how I see myself compared to them
Conformity: I become more like all my peers
Compliance: I CHOOSE to do what someone asked
Obedience: I believe i HAVE to do what other asked, due to their authority over me

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15
Q

Complex Adaptive Systems

A

Individuals are like organisms in an ecosystem. No single point of control, nonlinear dynamics, leads to somewhat chaotic self-organization. Incentives are key to behavior change.

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16
Q

Diffusion of Innovation

A
  1. Benefit
  2. Observability
  3. Compatibility with current culture and beliefs
  4. Simplicity
  5. Trialability
    Innovators, Early Adopters, Early Maturity, Late Maturity, Laggards
17
Q

Bridges’ Transition Theory

A
  1. Ending, loss
  2. Neutrality - chaos, confusion, trying to align to change
  3. New beginning - embrace of change
18
Q

Lewin’s Change theory

A

Un-Freeze (Prepare for change), Change, Re-Freeze (stabilize and integrate the change)

19
Q

Kotter on Resistance

A
  1. Parochial self-interest
  2. Misunderstanding and lack of trust
  3. Different assessments of perceived benefit
  4. Low tolerance for change
20
Q

Kotter on overcoming Resistance

A
  1. Communication and Education
  2. Participation
  3. Facilitation and Support
  4. Co-optation
  5. Coercion
21
Q

Implementation barriers

A
  1. Leadership
  2. Workflow
  3. Provider
  4. Training
  5. Data interface
  6. User interface
22
Q

Leadership models (8)

A
  1. Great Man - Leaders are born
  2. Trait - People are born with leadership traits that can be cultivated
  3. Behavioral - Anyone can learn leadership behaviors
  4. Contingency - Leadership style should be contingent on leadership challenge that is present at the time
  5. Situational - Leaders can choose and flex their style based on the situation (similar to 4, but gives more agency to the leader to change)
  6. Participatory - Leader encourages participation and inclusion of others in decisions, goal to make better decisions together
  7. Transactional - Reward/punishment
  8. Transformational - Leader seeks to transform followers and make them more motivated and inspired
23
Q

Self-determination theory

A

Motivation arises from Autonomy, Competence, and Relatedness to others. This motivates people to perform in ways that achieve those 3. Creates INTRINSIC motivation, as there are no external rewards on offer.

24
Q

Herzberg’s theory

A

2 Factors - Motivators, which drive positive behaviors, and Hygiene, which are the demotivating corporate behaviors.. These must be balanced, very similar to self-determination in that the goal is to increase intrinsic motivation.

25
Q

Social Cognitive

A

Much of our learning and motivation comes from imitation and frame reflection of those around us.

26
Q

Goal Theory

A

People can be motivated by clear, challenging, complex goals that provide feedback, and occur in a context of commitment. Looks a lot like SMART goals.

27
Q

Attribution Theory

A

Cognitive flaw. We attribute success to our own disposition, and failure to environmental factors.

28
Q

Tuckman Ladder

A

Forming Storming Norming Performing, Adjourning

29
Q

Consensus mapping

A

Get list of ideas/concepts
Small groups form them into clusters
Big group comes back, agrees on cluster approach
Facilitator forms Strawman, bringing together clusters
Small groups form a sequence
Big comes back, agrees on sequence built from small group sequences

30
Q

Delphi method

A

Panel of experts answers questions anonymously, and then facilitator presents all answers. Group goes back, and re-does answers based on what they heard. Continue for desired number of rounds or until consensus is reached

31
Q

Project Management phases

A

Initiating
Planning, Executing, Monitoring, all in a cycle
Closing

32
Q

Multi-criteria decision analysis

A

Uses both criteria that are independent of relevance to project (such as availability), and those that are dependent on their relevance to the project (Such as experience, as the nature of their experience would determine whether or not its relevant). (Used for resource selection and allocation)

33
Q

Context Diagram

A

In project management, shows the new path of inputs and outputs that are the goal of a project (Desired change or product is in the middle

34
Q

Resource leveling

A

Adjusting the start and finish dates based on resource constraints. Can cause critical path to INCREASE, but this is ok since without it, you wouldn’t be able to meet the path anyway.

35
Q

PERT method

A

This is where you can calculate critical path. Time estimate is (Pessimistic + (Most Likely x 4) + Optimistic)/6

36
Q

Component Alignment model

A 
Strategic IT Planning
Environmental
Emerging IT
Org Mission
Org Infrastructure and processes
IT Infrastructure and processes
Org strategy
IT tactical approach
37
Q

ITIL

A

Information Technology Infrastructure Library. The basis of Microsoft Operating Framework. Aimed to cut costs and standardize IT operations. Considers Portfolio - Services - Processes - Procedures

Clinical Informatics Board Prep (4 decks)

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