Tips for Managing Change
Improving means changing, and that's not always easy
All improvement requires making change — and change can be difficult. These practices are culled from Kaiser Permanente’s Organizational Effectiveness consultants and from unit-based teams that have moved through change successfully, developing new processes, transitioning to new leadership, etc. These tips are meant to support UBT co-leads and team members as they manage change — and the resistance that often comes with it.
For unit-based team co-leads and sponsors: Identify and manage resistance
- Clearly communicate reasons for the change.
- Make it safe to voice concerns throughout the change process.
- Identify team members mostly likely to resist the change and give them key roles.
- Involve naysayers as early and as often as possible to minimize grumbling.
For all UBT members: Assess the effects of the change and enlist support
- Develop a common understanding of the change, getting everyone’s point of view: Ask, "What’s being done now and what will be done differently?"
- Engage everyone affected, including physicians, members of other departments and your team sponsor.
- Identify specific enablers and barriers to implementation — areas that will require greater attention.
- Allow team members to identify solutions and make decisions that affect them most.
Celebrate short-term successes — and acknowledge failures
- After each test of change, recognize and reward contributing team members at huddles and meetings. Use these small wins to increase credibility and keep the momentum going.
- Accept failures — and talk about what can be learned from them.