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Transcript of Change Management
- To develop appreciation for the need to change
- To identify what drives change
- To understand responses to change and how to manage them well
Which of the following represents a healthy approach to change?
“Change happens; get over it.”
“Change doesn’t have to be disruptive; we can control it (and the people who implement it)”
“Change is difficult because it often results in a sense of “loss”; it is important to acknowledge the loss.”
“Even though change is constant, it must be “managed”; it cannot be taken for granted.”
“Any major change brings a decrease in productivity; we can shorten the depth of the “dip” and the length of time it takes if we manage change well.
"Even if you are on the right track, you'll get run over if you are just standing still."
- Will Rogers
Change Drivers in Healthcare
Public health crisis
Medicare, legal reform
Technology - dx advances
Geographic population shifts
Timothy D. Riley, MD
Penn State Hershey Good Samaritan Hospital
Family Medicine Residency
Practice Management Curriculum
Text from AAFP Residency to Reality 2012
Cash flow variations
Ownership & management changes
2 out of 3 corporate change projects fail.
50 - 75% of mergers/acquisitions fail to achieve expectations.
Medical practices are not exempt from the challenges of change.
The Alarming Truth
“When you’re through changing, you’re through.”
- Bruce Barton
Is the proposed “solution” (or can it be) compatible with existing:
Values of the organization?
To assess the Decision Process, ask:
Who needs to be involved?
Do they have needed expertise?
Are all “stakeholders” adequately represented?
Are all reasonable options being considered?
Have we allotted adequate time to evaluate options and the impact of each on the organization?
Have we identified appropriate decision criteria in advance?
Fit of Solution
Have the “right” people been involved in creating the plan?
Are all tasks assigned?
Are the steps logistical?
Do we have “sponsors” who can champion change and answer questions? Do they have margin to do it?
Have we allotted adequate time?
Is the decision clear?
Is the implementation process clear?
Have we championed the why? Is the urgency clear?
Is the source credible?
Are we using the right media?
Are we listening?
Is there a mechanism for answering questions?
Responses to change
Lack of Concentration
Grief due to loss of
Stages of Change
Change is not needed
Change is not coming
Tendency is to assume worst
Natural tendency is to resist change
Different as foreign and threatening
Bitterness if you feel unheard
Can lead to sabotage
Likely to stay here without support
Pros and cons
Engage in facilitating
People are more likely to commit if they:
Help make the decisions
Are involved in discussion - pre, during, and post
Are involved in forming and executing the process
Benefits of Enlisting Stakeholders
Benefit from their perspective and expertise
Anticipate challenges created by the decision
Proactively address objections
Build trust and demonstrate respect
Facilitate early adoption and ownership
Formal teams - decisions and advisory
Identify who has something to gain or lose
Address their legitimate concerns
Making It Happen
Identify Decision Makers
Identify Change Sponsors
Plan Communication and Training
Communicate with transparency
Adapt as needed
Expect to be wrong
Sustain & Reward
"The Curious Cat"
Create a burning platform
“The brain is always trying to automate things and to create habits, which it imbues with feelings of pleasure. Holding to the tried and true gives us a feeling of security, safety, and competence while at the same time reducing our fear of the future and of failure,”
Gerhard Roth, "Personality, Decision, and Behavior"