Healthcare organizations are continuously under pressure to evolve to meet patient needs while maintaining standards of care and keeping costs contained. Getting people on board with organizational change or innovation is hard, especially in health care. Staff are less likely to adopt new behaviors and practices if they perceive change or innovation clashing with longstanding patient care values.
Whether a change is departmental or organization wide, the transition from plan to rollout can be challenging. Surprisingly, the human element is often considered too late in the process. “What I often see is that people have great plans—great transition plans, great implementation plans, well-thought-out strategy—but no people piece. If they’re not addressing the human component in these transitions or changes, the change is likely to fail,” said Lucy Zielinski, managing partner for Lumina Health Partners. “It’s hard to explain the ROI on the human piece.”
When implementing organizational change, leaders will be more successful if they understand why change is hard for staff, listen to and engage staff early, and support staff throughout the process.
Lucy Zielinski is a managing partner for Lumina Health Partners. This article was originally published in the July 2019 issue of Radiation Oncology News. Fill out the form below to download a PDF of the article to read it in its entirety.