Perhaps one of the most challenging aspects of implementing an electronic medical records system (EMR) is managing its effect on the staff.
According to a study by executive search firm Korn/Ferry International, one of the most common mistakes that executives make when joining a company or 
making changes is failing to properly read the existing corporate or office culture. An example would be a control-oriented manager coming into a company with a collaborative culture, leading to tension and resistance.
In this column, I’ll explain how to adapt the existing office culture to facilitate the staff’s acceptance of a switch from paper records to EMR.
