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Health system mergers, new payment structures, and new care delivery models driven by the Affordable Care Act are requiring organizations to change how they operate. And, our projects, whether a renovation or a new facility, add another dimension of change when we engage with the client.
Change for any organization should be viewed as an opportunity to drive innovation and help the organization transform to a new state of being. Our opportunity to stand apart as a design firm is to help the client prepare and adapt to the new environment and operational model that we are altering or developing.
Communication is key during change and can often be misunderstood by those on the receiving end.
The Prosci model for managing the people side of change has another communication example.
A supervisor sat down with an employee to discuss a major restructuring project within the company. The supervisor was enthusiastic and positive. She covered all the key messages including the business reasons for change, the risk of not changing, and the urgency to update the system to remain competitive.
Communication from supervisor to employee or consultant to client should include the impact of the change on them, their work, and their day-to-day activity.
Price Pritchett’s model for change management demonstrates how employee engagement and productivity diminishes during a project.
Communicating the need for change, the business requirements, and the code requirements among other changes is the right thing to do. And, talking honestly with our clients and user groups about the operational impacts of the new facility is a key to project success.
A few suggestions to help our clients manage the transition are:
Change management is a process and resistance is normal. The earlier in the process that we identify miscommunications and resistance, the earlier we can adapt our leadership.