Healthcare Cost Benefit Analysis

From the analysis of the above information, overload is the larger problem at our facility. The facility acutely experiences adoption challenges and must actively work within a limited environment to overcome them. Finding the right program, exploring how to incorporate it, updating and training the staff on how to use it. Additionally, our facility is more likely to bear adverse outcomes of a dynamic, a volatile health IT field, especially since we face significant financial risk if we take on debt to invest in health technology and fail to meet meaningful use. It is imperative to consider the availability of financial, operational, and institutional resources within our small environment, all of which ultimately affect the success of
"hot spots"), many of the root causes for these conditions have taken years if not decades to develop and to eliminate the hot spots will require significant lifestyle changes, some with strong cultural reinforcements, long before the symptoms appear." The following are reasons why this writer is defending this assertion. According to the Agency for Healthcare Research and Quality, "health care expenses in the United States rose from $1,106 per person in 1980 ($255 billion overall) to $6,280 per person in 2004 ($1.9 trillion overall). During this period, health care costs grew faster than the economy as a whole" (2006). With the aging population and the fast growing pace of new medical ideas, this trend is probably going to continue. The facilities under attack to develop strategies to reduce or contain costs consider whether the efforts should be targeted mostly across the entire health care system or more narrowly at specific areas or aspects of care, such as in hot spot
It can be a big task for leadership to get everyone on board. Why is it that people resist change? The main reason could include uncertainty, habit, concern about personal loss, and the belief that change is not in the organization's best interest. Change replaces the known with uncertainty. Having to learn new methods, some senior nurses may fear that they will be unable to do what is needed and may develop negative attitudes toward the change or perform poorly while using the new technology. The fact that an organization's culture is made up of relatively stable and permanent characteristics tends to make it resistance to change. A culture takes a long time to form, and once established, it tends to become entrenched. Strong cultures are particularly resistance to change because employees have become committed to them. The change may be slow, but leaders have to stay alerted to protect against any return to old, familiar