When forming an EHR selection committee, which practice is recommended?

When forming an EHR selection committee, which practice is recommended?

• A. Invite patients on your committee.
• B. Exclude as many top administrators as possible since their skill set with regards to EHR systems is often too limited.
• C. Be sure to limit physician input only to relevant topics such as workflow.
• D. Invite movers and shakers onboard in the decision-making process.

Answer: (D)

When forming an EHR selection committee, you want people who can drive change and legitimize the project across the organization. Inviting movers and shakers onboard means bringing in individuals who have real influence, authority, and a track record of moving initiatives forward. Their leadership presence helps secure funding, align the project with strategic goals, and authorize necessary policy and governance changes. They can mobilize resources, champion the initiative, and help overcome resistance, which is essential for a complex procurement and implementation effort like an EHR. Including this kind of leadership also signals that the decision is enterprise-wide and important, which fosters broad buy-in from departments and staff. This does not mean neglecting clinical and operational input; rather, it ensures there is a credible, empowered group that can translate diverse needs into concrete procurement criteria and drive adoption planning. Inviting patients to the committee, excluding administrators, or limiting physicians’ input only to workflows would miss the broader governance, strategic, and change-management perspectives needed for a successful EHR selection. The movers and shakers approach provides the necessary authority and influence to move the project forward.

When forming an EHR selection committee, you want people who can drive change and legitimize the project across the organization. Inviting movers and shakers onboard means bringing in individuals who have real influence, authority, and a track record of moving initiatives forward. Their leadership presence helps secure funding, align the project with strategic goals, and authorize necessary policy and governance changes. They can mobilize resources, champion the initiative, and help overcome resistance, which is essential for a complex procurement and implementation effort like an EHR.

Including this kind of leadership also signals that the decision is enterprise-wide and important, which fosters broad buy-in from departments and staff. This does not mean neglecting clinical and operational input; rather, it ensures there is a credible, empowered group that can translate diverse needs into concrete procurement criteria and drive adoption planning.

Inviting patients to the committee, excluding administrators, or limiting physicians’ input only to workflows would miss the broader governance, strategic, and change-management perspectives needed for a successful EHR selection. The movers and shakers approach provides the necessary authority and influence to move the project forward.