Navigating Change in Healthcare Systems

Navigating Change in Healthcare Systems

The aim of healthcare providers is to continuously improve the quality of services they provide to their clients. Continuous improvement requires change, but not every change leads to improvement. The success of that improvement depends on how the change is embraced, implemented, shared, and communicated. I want to share how four key themes I've learned from change gurus have helped in my understanding of change management.

The Why Behind the Change

As human beings, we are wired for four things: threat (to our jobs, life, earnings, or position), superiority, consistency, and being liked. When a leader suggests a change, such as altering team structures or locations, it can threaten these fundamental aspects. Change is personal and experiential, with no two people experiencing it exactly the same way. While these threats can't be completely removed, they can be minimized by clearly articulating why the change is needed. Leaders should explain the impact of the change on everyone involved, including staff and patients. Effective communication, particularly storytelling, helps mitigate resistance by providing transparency, context, and understanding. When these stories are communicated empathetically, people are more likely to embrace and adapt to the change.

Enablers of Change

For change to be successful, the structures and systems must enable it. When we introduced online ordering of blood tests, some doctors continued using old paper forms because they were still available. Once we removed the paper forms from consulting rooms, doctors had to embrace the change. Recognizing and rewarding those who embrace change early can motivate others to follow suit.

Provide Training and Resources

A major source of stress and burnout in workplaces is the lack of resources. Introducing change without adequate resources can add more stress and lead to resistance. People need the skills to implement new changes effectively. In our case, we ensured every doctor was fully trained in ordering blood tests online. We discovered that locum doctors, who were not properly inducted, asked receptionists to handle online orders for them. By teaching employees how to implement the change and establishing a feedback loop, we addressed challenges and streamlined the process. For example, doctors initially disliked the change because it required logging into different systems. By introducing a single smart card for system access, we simplified the process, leading to greater acceptance.

It's All About Leadership

John Maxwell said, "Everything rises and falls on leadership." This applies to change as well. The success or failure of change largely depends on leadership. Employees follow their immediate leaders, so for change to be successful, it must be embraced by leaders at every level. Leaders must walk the talk and lead by example. If the change involves hand washing to prevent infection, leaders must be seen practicing it themselves. Trusted and respected leaders can guide, influence, and inspire others to embrace change.

We often hear that people hate change, yet we change all the time—our clothes, cars, hairstyles, and more. It's not change itself that people resist, but how it's communicated, spread, and implemented. People want to understand the why of change and to be equipped to implement it. They also desire more ownership in the change process.

If you found this article helpful, please share it with your network. I would also love to hear your tips on successfully managing change.

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