Abstract
One of the central themes of this book has been that time and energy put in upstream in the right places will have high payoffs downstream. Most end-stage issues are quite reasonable to deal with when the informatics implementation process has been managed well from the beginning. On the other hand, one of the worst jobs in health informatics is to inherit a project that is well along in the process and that has been mismanaged from the beginning. Facing these end-stage issues can be truly grim.
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
References
Rogers EM. Diffusion of Innovations, 4th ed. New York: Free Press, 1995.
Naisbitt J. Megatrends: Ten New Directions Transforming Our Lives. New York: Warner Books, 1982.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2004 Springer Science+Business Media New York
About this chapter
Cite this chapter
Lorenzi, N.M., Riley, R.T. (2004). End-Stage People Issues. In: Managing Technological Change. Health Informatics Series. Springer, New York, NY. https://doi.org/10.1007/978-1-4757-4116-2_17
Download citation
DOI: https://doi.org/10.1007/978-1-4757-4116-2_17
Publisher Name: Springer, New York, NY
Print ISBN: 978-1-4419-3133-7
Online ISBN: 978-1-4757-4116-2
eBook Packages: Springer Book Archive