Quote from KristinWW
Whoa, stop! ER nurses are not the issues at all, and they are tickled beyond belief that another RN will manage implementation - it's the doctor who is the chair of the ER that doesn't want an non-ER RN! The project hasn't even begun yet, either. The director of nursing all the way to the IT people are happy; it is just this one person. He has worked in the ER his whole life, and he doesn't speak to anyone else
It's still an issue of 'sell' not 'buy'. If, as you say, the ER nurses are 'tickled beyond belief' about the implementation of this system (something I find difficult to believe - no offense - but people everywhere, not just nurses, are resistant to change) then the way to 'sell' this is to have THEM convince the ER director that this is a good change.
Have them well represented on the implementation committee.
If I understand it, your concern is that the ER doc has issues with implementation of this system because YOU are not an ER nurse. Is the system only to be used in the ER? How can you address this concern short of out-sourcing your job?
Look, when anybody 'buys into' anything, there is an implied cost. If you want to sell, you simply must justify that cost. My original advice stands: you have one agenda, the director another. If you want to sell YOUR agenda, then you have to look at the problem from the perspective of making YOUR agenda HIS agenda.
Prove to him that his concerns are being met in other ways, such as ER nurses on the implementation committee. Or prove to him that this system has been validated by other ER staff at other facilities. Can you bring in outside ER resources to validate that this system will be of benefit to this ER? Can you provide documentation of such? Can you offer to work a few shifts in 'his' ER to be brought up to speed on the problems he feels are not being addressed?
The question is this simple: what can YOU do to allay his concerns, thereby making him an ally? If the answer is nothing, he's just a conceited jerk, then the question becomes more complex, but not by much: what can you do to show the management team that you have exhausted every avenue to address his concerns?
Ultimately, this guy answers to a boss, just like you. I'm sure those bosses are invested in this process as they are spending tons of money on it, no doubt. If you can't turn him to your way of thinking, then you simply must make enough of an effort that his and your bosses can only conclude that it's his problem; not yours.
Turn on the charm and bombard him with empirical and local anecdotal evidence that the ER will be well represented and well served. If you can't charm HIM by those methods, make sure that ultimately, you charm your joint bosses. You should have the upper hand there as they are more than likely committed to the project already.
I'm just trying to help; I'm not being critical, rather, I'm merely suggesting you look at the problem from a different angle.