The list of Top 10 types of resistance in the previous post is missing one big, fat factor that can squash the whole change-management equation. The Load. Major implementations occur in the context of all other organizational priorities competing for resources and people’s attention. Change is also more fragile and risky if there is a history of bad implementation experiences with lingering memories of all the stress caused by poor planning and execution.
In the health care industry, doctors, nurses and other clinicians have faced a relentless onslaught of change. Caring for patients every single day is their primary focus, but every time they turn around from the bedside or the exam room, they are confronted with another expectation. Among them, learning new documentation technology (electronic health record, ICD-10, computerized order entry), on top of time-consuming quality, safety and patient satisfaction initiatives, revised workflows and processes – it goes on and on.
Defining the climate for change is essential. It determines organizational readiness and strategies for multi-layered sponsorship for the change. And of course it guides the communication strategy – timing, messaging (regarding critical needs and priorities) and frequency.