![]() Gazing out at his sullen audience, he seemed unperturbed. Our trainer looked younger than any of us, maybe a few years out of college, with an early-Justin Bieber wave cut, a blue button-down shirt, and chinos. ![]() The surgeons at the training session ranged in age from thirty to seventy, I estimated-about sixty per cent male, and one hundred per cent irritated at having to be there instead of seeing patients. I was in the first wave of implementation, along with eighteen thousand other doctors, nurses, pharmacists, lab techs, administrators, and the like. Seventy thousand employees of Partners HealthCare-spread across twelve hospitals and hundreds of clinics in New England-were going to have to adopt the new software. More than ninety per cent of American hospitals have been computerized during the past decade, and more than half of Americans have their health information in the Epic system. The upgrade from our home-built software would cost the hospital system where we worked, Partners HealthCare, a staggering $1.6 billion, but it aimed to keep us technologically up to date. In one month, our daily routines would come to depend upon mastery of Epic, the new medical software system on the screens in front of us. ![]() We sat in three rows, each of us parked behind a desktop computer. On a sunny afternoon in May, 2015, I joined a dozen other surgeons at a downtown Boston office building to begin sixteen hours of mandatory computer training. This content can also be viewed on the site it originates from. ![]()
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