The health care institution should make decisions on electronic medical records and quality improvement. The decisions should be based on level of potential outcomes and top case forecasts on what the future holds (Wilkinson & Kannan, (Eds.) 2013). The decision-making on the use of EMR must be on evidence-based rather than perception and feelings. Nonetheless, data sometimes does not provide information about the past or the future. In this regard, the institution should employ scenario planning which empowers the managers in developing assumptions on the future and how they expect their business environment will adjust overtime in the coming days (Hill, Jones & Schilling, 2014). For this reason, the health institution should adopt the realities and uncertainties of the utilization of EMR taking into account what is likely to occur in the future.
The health organization should explain critical uncertainties and initiate plausible scenarios aiming to describe the effects and the replies. The management should debate on different implications and effects of every scenario and begin to reassess their strategy (Wilkinson & Kannan, (Eds.) 2013). In this regard, the company’s goals on the use of EMR should be reconsidered in accordance with each sc