Aims and objectives
- What is change management and why is this important in your digital implementation journey.
- How to successfully use change management to gain the best outcomes for your innovation.
- Factors to consider which reduce barriers and enable change within your organisation.
Information provided by Libera Partners
Why do I need to consider change management, when implementing new innovations?
In public services, managing change when it comes new technology is often an afterthought. It’s a “let’s implement this now” (with the expectation it will work), rather than it being the well thought out and executed plan it should be.
For example, during the pandemic, primary care moved to using online consultation systems overnight. This meant that very little time was available to consider any benefits which could accrue from implementing the software. It’s the nature of the beast and we all know why: time and money. The thing is, time spent planning for change now, will save you both time and money in the long run.
According to productivity expert Brian Tracy, every minute you spend planning will save you 10 minutes in execution.
Regardless of industry, approximately 70% of projects fail because not enough time is spent considering the impact of change on the people involved. Below, we explore some key points for anyone thinking about installing software. We’ll also take a look at how by planning ahead, leaders can encourage their teams to embrace change, rather than recoil in horror at the very thought of it.
The Management of Change
Change management is applying structure to the process of change, in order to lessen resistance to it from the people affected. The truth is most people do not like change. Resistance to change however, is often the result of misinformation or a general lack of understanding. It’s your role as the advocate for change, to engage your team in the need for change and to ensure they understand how the technology can support the delivery of that change.
Understanding the Reason for Change
Sometimes, innovations are purchased just because it’s recommended; ‘new technology’ means it’s better, right?
Not necessarily.
New innovation is only as good as the people who will operate it. If it hasn’t been installed with a particular outcome in mind (to improve a service/solve an issue etc) and your team aren’t clear on the end goal before it goes live, then it may not appear to be worth the investment.
“Every system is perfectly designed to get the result that it does.”
― W. Edwards Deming
Research shows that in situations where software has been installed without due consideration for the end user, only about 20% of the functionality is used.
To avoid this common pitfall, it’s important to consider the following questions before you decide to buy:
- Why are you considering a system update?
- Will implementing new software improve efficiency or service delivery in some way?
- What is the urgency? What happens if you don’t improve your systems?
- What are the benefits of the system above what you already have installed?
- Does the tech support what you are trying to achieve?
- Will further work be required before or after implementation of the tech to achieve your desired outcome?
- Will you need to change how you work to achieve your desired outcome? And is that reasonable?
- Do you have the time/resources to train staff?
The Step Process for Leading Change
John Kotter is one of the world’s leading thinkers when it comes to managing change in the workplace. His ‘8 Step Model’ is designed to help leaders plan, implement, and drive successful change in their organisation. This is all brought to life in his very accessible book: My Iceberg is Melting. A condensed version of the ‘8 Step Model’, can be found below:
Step 1 – Create a sense of urgency:
Creating a sense of urgency around the need for new technology prevents procrastination and complacency; essentially, it gets that ball rolling.
A recent example of this would be the pandemic: urgency was created because we couldn’t have patients sitting in the waiting room.
What *could* happen if you don’t replace your outdated technology?
Step 2 – Build a guiding coalition:
When you’re planning to change something as fundamental a booking/back-office system, you need to ensure that your team are prepared; there’s nothing more disconcerting than sudden and forced change. This step is all about getting key individuals on your side and empowering them to be fellow advocates for change. You’ll need to create a team of influential people with varied skillsets and expertise, from each department of your business (senior staff, right down to your junior employees).
If the software involved will be operated/used by patients, involving them in the early planning stages will also be beneficial.
Step 3 – Form a strategic vision:
With your newly formed coalition, it’s time to build a positive image for the future. Get to grips with what the system will improve for each area of the business and prepare to share that vision.
Transparency is key.
Involving representatives from each department in the planning stages, will ensure awareness is raised throughout the practice/PCN prior to installation. This will allow you to be proactive and deal with any resistance from staff and address potential issues before there is no going back.
Step 4 – Share the vision:
This is the stage in the plan where your coalition start to spread the word. They begin painting the picture for their teams, warming them up to the impending change by sharing with them just how useful the new system will be highlighting WIIFM (What’s In It for Me)
Step 5 – Enable action by removing barriers:
This is about empowering your growing team to identify barriers to goals and strategically work to overcome them. These barriers could be anything from logistics and bureaucracy to an awkward individual; get the issue out in the open, discuss it and deal with it as a team.
Step 6 – Generate short term wins:
Setting short term goals along the way to your overall target, will keep your team motivated and maintain momentum. Set markers for short term wins, create awareness of them and celebrate as a team when you have achieved them.
Step 7 – Sustain acceleration:
Once you have set a series of short-term goals between the bigger wins, keep on top of them. Celebrate and move on to the next target; keep that momentum going.
Step 8 – Institute/Anchor change:
This is about ensuring that your new system and way of doing things is now the norm. You’re keeping the minds of individuals in your practice/PCN focussed on using the new technology, to prevent them from reverting back to old ways of working and undermining the change. This stage may require you to remove old systems or provide extra training and coaching for your team.
Nothing Changes if Nothing Changes
If you’re due to or are already in the midst of implementing new technology, hopefully, this article has provided you with some guidance.
Ultimately, successful implementation of software requires you to engage your team in the reason for change, so they fully understand the end goal and what is at stake. The system will succeed or fail based on the experiences of your end-users, so it’s important you gain their input and engage them in your plans from the get-go. Afterall, you’ll need their involvement in delivering the improvements you desire.
Managing change the right way does take more time, but what’s the sense in investing in new software, if your practice/PCN isn’t going to reap all the benefits?
“The transformation can only be accomplished by man, not by hardware (computers,
gadgets, automation, new machinery). A company cannot buy its way into quality.”
― W. Edwards Deming