How can you overcome resistance to change in the healthcare workplace?

Understanding the reasons behind resistance is crucial. Common reasons include: Fear of the unknown: Change disrupts familiar routines and creates uncertainty, leading to anxiety and apprehension. Loss of control: Staff may feel they have less control over their work environment and decision-making, leading to feelings of frustration and resentment. Lack of trust: If staff perceive the change as poorly planned or lacking transparency, they may distrust leadership and resist its implementation. Perceived threats: Changes may be seen as a threat to job security, status, or the quality of care, leading to defensiveness and resistance.

I believe when resistance happens we need to listen. We need to be curious about why, then give the context each associate needs. A lot of resistance is because not enough knowledge is given to those who will be implementing the change. A new mindset to adopt to change is, we can expect it to be difficult or uncomfortable. Everything is uncomfortable until it is comfortable. And to become really good at something it takes 20 focused hours. The quicker you invest 20 hours the quicker you gain the confidence needed.

Understand both where your staff may be in terms of their personal issues with this change but also where they are in the process of adapting to change. The reasons for resistance may vary not only from person to person but also within a single person over time. For example, initially a person may be in shock over the change, then in denial over the change, then depressed about the change, then testing the waters about the change. Maintaining good lines of communication can give you a sense of where your colleague is on this path and knowing this can help you give the right kind of support for where your he or she is at that particular point.

Todos en algún momento de la vida enfrentamos resistencia al cambio, en el ámbito profesional y laboral es importante reconocer que para que la resistencia al cambio minimice, debemos conocer y reconocer las razones de ese cambio, y el beneficio al colaborador y la empresa. Podría decir desde mi experiencia que si no hay una visión clara de lo que se espera, y a su vez no se comunica asertivamente puede verse afectado y seria crucial.

La resistencia al cambio no siempre se expresa de la misma manera por todos los empleados, con lo cual hay que saber leer en los comportamientos de cada uno qué es exactamente lo que le resulta incómodo del cambio que se ejecuta, para poder llegar luego a la causa de esa molestia. Una idea que siempre me ha resultado curiosa es que el empleado con poco tiempo en la organización no expresa altos niveles de resistencia al cambio con respecto a los que llevan más tiempo (+- 6 meses de antigüedad). Esto me lleva a pensar que la relación entre desmontar lo aprendido, acomodar mentalmente nuevas formas de hacer y resistencia, es muy estrecha.

Develop a concise, compelling narrative that outlines the vision for change. Highlight the purpose, goals, and anticipated benefits simply and understandably. Share the reasons behind the change, its benefits, and how it aligns with the organization's goals. Transparent communication builds understanding and trust among employees. Explain how the proposed change aligns with the organization's overall mission, values, and long-term objectives. Emphasize the positive impact on the organization's future success. Consistently reiterate the vision and benefits of change through various channels and at different stages of the process. Repetition helps reinforce understanding and commitment.

Clear and consistent communication is vital. Leaders should: Articulate a compelling vision: Explain the purpose of the change and how it aligns with the organization's vision and mission. Highlight the benefits: Clearly communicate how the change will improve patient care, staff experience, and organizational efficiency. Address concerns directly: Acknowledge and address staff concerns openly and honestly.

Be open about the 'why' of the change but at the same time you yourself might not know everything that is to come in the future and it is OK to say 'I don't know' if it is an honest answer and it may ultimately convey more authenticity. This assumes that you will work to find the answers and guide others in the future.

Comunicar planos de mudança antes de serem aplicados é uma excelente abordagem de envolvimento na tomada de decisão. Colaboradores que se sentem pertencentes, acreditam que sua opinião importa se engajam com o propósito da instituição, tornando a adaptação às mudanças um processo mais suave.

Simple is hard. This is a very simple thing do, but it is hard for some people. Scheduling the meetings necessary at the intervals necessary can be challenging. But it is a requirement for buyin. Acknowledge the discomfort, but create a compelling future that will come from the change.

Engaging staff in the change process fosters ownership and commitment. Consider: Creating a feedback loop: Invite staff input through surveys, focus groups, and suggestion boxes. Forming a change committee: Include staff representatives in planning and implementation decisions. Providing training and resources: Equip staff with the knowledge and skills needed to adapt to the change.

When someone believes in you enough to be apart of the change team, you get influence you need. Change requires a proactive approach to communication and implementation. The more organized, direct and creative storytelling of the future the better.

El involucramiento y empoderamiento del personal en los procesos de cambio son piedras angulares para lograr una transición exitosa. Debemos fomentar la cultura participativa, los equipos se deben sentir parte activa del proceso.

Dar participación al personal desde el nivel en que se encuentren es fundamental, genera sentido de pertenencia y a su vez compromiso. Las personas es el recurso más valioso, el conocimiento y experiencia que aportan a una compañía. Esto hace parte del cambio, sin las personas no se podría llevar a cabo nada, sus ideas, su reconocimiento, su valor, su compromiso, su lealtad, reduce la incertidumbre de abortar o dejar de ser parte.

Acknowledging and rewarding positive contributions helps sustain motivation and commitment. Consider: Publicly recognizing individual and team achievements. Offering incentives for exceeding expectations. Providing opportunities for professional development.

Change is stressful for everyone, even if they don't consciously acknowledge it. Tangible rewards are always going to be appreciated but don't forget about intangible rewards. At our institution, we can give 'stars' to other employees that recognize when they have done something above and beyond. This costs nothing but gives a public acknowledment of the extra effort someone has put in. If you have slowed down on giving this type of feedback over time, it may be important to restart during a time of change when stress levels will be higher.

Public positive feedback is a powerful motivator. Private + public feedback is the most powerful because you are doubling down on the influence.

Es necesario usar incentivos para motivar el cambio así como para que los implicados puedan percibir resultados positivos de sus esfuerzos que a su vez hacen percibir el proceso en sí como positivo.

Always inspect what you expect. Give positive feedback and accolades to those who are progressing according to plan and ask what is holding others back.

Regularly assess the impact of the change to ensure it is achieving its objectives. Consider: Collecting data and feedback from staff and patients. Identifying and addressing any unforeseen challenges or unintended consequences. Making adjustments to the change process as needed.

Aplicar uma mudança pode trazer benefícios ou não. É necessário acompanhar desenvolver indicadores que mensurem os resultados dessa mudança ou acompanhar indicadores já existentes buscando compreender quais os impactos positivos e negativos obtidos após a mudança e assim poder avaliar se o resultado está sendo positivo ou não.

Siempre he sido partidario de aplicar círculos de mejora, Deming. Ello requiere algo tan complicado como definir indicadores y pactar plazos.

El hacer seguimiento, el llevar un control es algo que requiere tiempo y constancia. Sin embargo es tan pero tan necesario ya que desde el seguimiento es que podemos identificar fallas, aspectos para mejorar o fortalezas. Si esto no se hace estaríamos en serios problemas.

Lead by example: Leaders must demonstrate their own commitment to the change by actively participating and adapting their behaviors. Be patient and persistent: Change takes time. Be prepared for setbacks and address them constructively. Celebrate successes: Highlighting positive outcomes along the way can boost morale and encourage continued progress. By understanding and addressing the causes of resistance, effectively communicating the vision and benefits of change, and actively engaging staff, healthcare organizations can create a more receptive environment for positive change.

Addressing resistance to change in healthcare starts and ends with open communication. Foster a culture where concerns are heard, and emphasize the 'why' behind changes. Involve the team in the decision-making process, providing training and support. Finally, celebrate small wins to build momentum and showcase positive outcomes so everyone is esteemed.

We need to make sure that change happens at every level of the healthcare company. When we as leaders are able to embrace the change it will trickle down. We will also be able to see what is working and what is not working. So when we see an employee having a problem learning this new skill we will know how to fix it and how to work with them. We also need to have patience with our employee's when we incorporate this change plan. We have people that learn at different levels. It would be great to have mentors in place so they can work with those that are having a harder time.

Destaco algunos puntos que me han sido útil: 1._ Comunicación abierta y transparente. 2._ Capacitación y apoyo. 3._ Fomentar una cultura organizacional que promueva la adaptabilidad y la innovación. 4._Reconocer y celebrar los éxitos durante el proceso.

Los líderes se reconocen por su honestidad y su compromiso no solo con los intereses para la empresa sino también para el personal. Y para los cambios que hoy por hoy las empresas afrontan se necesitan líderes que participen activamente, pero que también permitan que los miembros participen, debe ser claro y asertivo reconociendo los logros de cada persona, a su vez siendo un guía. El cambio requiere tiempo, compromiso, constancia y aceptación a los logros y a las fallas.