- Lynn Curry
- Situational Analysis
- Change Management
- Program Design
Agreement on change or improvement focus must be followed quickly with alignment to that focus of everything the team is and does. Speed here is important. You want to capitalize on the goodwill and sense of accomplishment that will be created by the focus agreement. Don’t squander that energy. Go slow incrementalism will be suggested by the nay-sayers and foot draggers. Incrementalism will prove them right. Remember that people are busy doing their jobs and will forget about new initiatives quickly unless the initiatives become part of everyday work very quickly.
In a recent editorial* about successful innovation in health care, Jennifer Zelmer writes: “So what did the successful innovations have in common? Most were complex interventions that reflected best practices in change management. They were about transforming cultures as much as changing technologies or techniques, about making the right thing to do the easy thing to do. Which doesn't mean that healthcare transformation is easy. The examples identified tended to reflect an understanding that for a new approach to become the accepted 'way we do things around here' involves a collective effort with thought to governance and leadership, stakeholder engagement, communications, training and education, workflow analysis and integration, and monitoring and evaluation.”
There is a lot that must be aligned across most organizations of any complexity: all the above plus organizational structure, legacy operating systems, cultural practices, building layout, HR structure (hierarchy, recruitment patterns, job design, pay, rewards and incentives), measurement and accounting systems, training, documentation, reporting and supervisory systems. Even the tactics chosen to initiate and sustain desired change must be added to this list for consideration and alignment.
Change is not a job for the impatient or the faint-of-heart. No wonder we see so little of it.
*Healthcare Policy, 11(2) November 2015: 8-12.doi:10.12927/hcpol.2016.24452
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