As what Shortlife has cited, the barriers to successful execution of integrated health IT are no longer mainly technical in nature; with the development of networking technology and techniques for protected management of data systems in a networked world, introspection and observation reveal that the primarily challenges lie in other areas with which most fall in three categories such as the business case, culture, and structural realties of the U. S. heal care system.
For me, I think that Shortlife (2005) is correct that “despite thirty years of IT innovation in health care, the technology has never really been embraced, especially when it requires direct use of clinicians”. According to him, the biomedical culture sees IT as a support activity, outside the usual center of biomedical science which means that there has been poor admiration of IT as a strategic asset.
It leadership has not often been at the bench for everyday strategic planning, relegated instead to an operational role while institutional practice leadership often fails to regard as the role that IT could be playing in addressing their fiscal, quality, and organizational challenges.
There is a also a misconception that IT systems give more of a danger than a protection for data privacy when contrast with traditional paper-based practices; but in reality, well-designed systems with suitable attention to authorization and authentication, as well as auditing of access, can provide protection and process that are simply impossible in the paper-based world.
Moreover, some clinicians articulate fears that the growing use of computing technology will result to depersonalization of health care barriers to the traditional relationship between clinicians and patients; and IT is sometimes viewed as a distraction from an organization’s primary goal. And according to Shortlife, given the many other pressures on today’s clinicians and health care workers’ comparative lack of knowledge with computing through their training, there can be a disinclination to learn new abilities in an area that seems foreign and tangential to medical care.
Based on Shortlife (2005), the health care industry has acquired many highly visible failures, many of which were executed with much expense but never fulfilled their promise or apprehend the anticipated cost-savings. Problems are often blamed on the technology itself rather than on the implementers, implementations, and available fiscal resources.
As what Shortlife has stated, “purchasers of health care IT are of ten poorly prepared to make appropriate decisions, and the buyers are generally are not the users; furthermore, even when clinicians and other system users are involved in the design and selection, they tend to be poor consultants and they are seldom trained in the field of biomedical informatics and follow their clinical instincts instead o depending on access to structured knowledge and criteria in determining what system capabilities and implementation processes are most likely to succeed, based on the external community’s past experiences with the same or similar products.