Getting change ready (Proceedings)

Getting change ready (Proceedings)

Aug 01, 2008

Fast Growth = Change

• To deal with growth, we are really talking about how we handle change in the workplace

• Change compels us to get out of complacency

Is Your Practice Complacent?

• No highly visible crisis

• The practice measures itself against low standards

• Planning and control systems are rigged (or non-existent) to make it easy for everyone to reach goals

Get Change "Ready"

• Push decision making down to the lowest possible level.

• Begin sharing information.

• Talk, but listen too. It is a 2-way street.

• Encourage participation.

• Get into the trenches with front line employees.

• Help people see the "why" of change, and work with them to discover "what."

The Voice of Those Affected

• "What is in it for me"?

• "Why is this important"?

• "How do these people even know what the problems are - they don't bother to eve ask us"?

• "Do they really think they can change the entire practice at once"?

• "How much of our time and their money will they sink into this dry hole"?

Step 1: Mobilize Energy and Commitment

• Do this by sharing values and a clear vision. Compelling work alone, but usually forced to do so because of the "elephant in the living room."

• People do not argue with what they help create. You will get buy-in through participation.

• The group who will implement change must agree on what the problems are and why they need to change.

Why Not from the Top?

• People resist having solutions imposed upon them by individuals who lack familiarity with day-to-day operations.

• Resistance is expressed through lack of motivation and commitment to the change.

• MUST have top level support - not control.

Step 2: Develop a Shared Vision

• Do you have a mission, vision and values?

• Is it just a sign on the wall, or do the owners and key managers inspire others in the organization toward a vision?

• Vision is "what can be seen," so focus on:

o Specifics about how to improve the business

o How those changes will benefit the employee and patients/clients


• Price Pritchett at Pritchett and Associates says:

o 20% of employees embrace change from the start50% are fence sitters

o 30% resist any kind of change/growth

Components of Shared Vision

• Describe a desirable future

• Be compelling - much BETTER than the current state of things

• Be realistic within the grasp of the hard working folks who will make it happen

• Be focused on a manageable set of goals

• Be flexible

• Easy to communicate with all levels of employees