Proactive communication to staff on the strategic purpose, intended use, and “what’s in it for them” is the key to achieving high adoption with regard to healthcare consulting engagements, whether they are process changes or new initiatives.
There is so much change happening in healthcare currently, and in response organizations are (or should) be investing in new technologies and strategies to optimize resources. This being the case, organizations must be as fluent in change management as they are in medical diction.
Obstacles to implementing change/creating buy-in can come in the form of “departmental silos.” A lot of times in healthcare inefficiencies and breakdowns in communication are the result of departments only focusing on what happens between their walls or on their floors.
In general, healthcare organizations must take an enterprise approach to initiatives. By forming cross-departmental teams you will be able to tap into the unique talents of individuals and their ability to influence others throughout the organization, fostering a culture of communication which will greatly benefit the system as it moves forward.
Follow these three simple rules in order to successfully communicate change:
- You must make the vision real.
Buy-in will only happen when team members can see how what they do helps to achieve the overarching vision and goals of the organization. Each employee must FEEL a connection to the mission, vision, and direction of the organization. We encourage the development of “line of sight goals.” Line of sight goals articulate how each employee’s efforts roll up to achieve the overarching goals and vision of the organization. This articulation makes each employee’s contribution tangible, measurable, and REAL. - Ongoing communication is the key.
Obviously, effective communication at the start of any initiative is imperative. The mistake many organizations make is not continuing to follow up with communications once the initiative is under way. When the communication stops people lose interest, new processes fall by the wayside and the old, inefficient ones return. What is important with ongoing communication is to actually communicate something. Share results/metrics that show departments/staff how what they are doing (and the changes they are making) are helping the organization achieve its goals. - Hone in on the critic.
There’s always someone who will see every initiative as “just another initiative” that will come and go with time. Be prepared, and have your managers prepared, to answer why this is different and share what you and they will do to ensure success. At Avantas we encourage skepticism (which is different than cynicism). We encourage our employees to challenge ideas they don’t see the sense in. That’s one of the ways we innovate. When someone does question an initiative hear them out and help them to understand its significance. When you invite the critic to become part of the process you help them become part of the solution.
Please feel free to email me at jackie.larson@avantas.com to learn more about our healthcare consulting engagements and our unique approach to helping hospitals implement sustainable positive change.