Manage the People Side of Change to Ensure Rollout Success

The following is a guest article by Daniel Stewart, President at Stewart Leadership

Healthcare providers pursue technological change for a variety of reasons, but always with clearly defined objectives in mind. Whether consolidating revenue cycle vendors, introducing AI-driven solutions, or even implementing new EHR systems, the technology itself often has the capability to deliver the intended outcomes. Yet many leaders find their change efforts fall short. 

The Biggest Obstacle to Change 

A common misconception held by executives across industries, including healthcare, is that the technology alone will yield the desired results. With the best intentions, leaders mistakenly believe the new digital solution will work as expected, and employees will adjust to the new processes and systems. 

In reality, it’s part of human nature to resist change. Change is jarring, uncomfortable, even threatening. When people feel that change is being imposed upon them without their consent or buy-in, that natural resistance to change often grows into a stubborn refusal to change.

In the sprint to the go-live date, organizations often overlook the people side of change management. When this happens, end users, the very employees who must adopt and champion the change for it to be effective, are left confused about expectations, frustrated with the new technology, and, in some cases, fearful that it may replace them.

Consequences of Ignoring the People Side of Change 

When people aren’t included or supported through the change, adoption slows or fails, technology doesn’t deliver its promised value, and, ultimately, investments are wasted. 

There are hidden costs, too. Productivity slows because teams take longer to complete work or make errors. Frustrated employees become disengaged or leave. The patient experience deteriorates as internal teams struggle. Trust in leadership erodes, hampering future change efforts. 

Managing change requires numerous, ongoing actions throughout the process that touch all stakeholders. In fact, a McKinsey survey found the more actions companies take, the greater the likelihood of success. 

However, in my 25 years of experience, the most critical factor in the success of a digital transformation is the ability to manage the people side of change, particularly among employees who will use the technology on a day-to-day basis.

Leading Employees Through Change 

Guiding people through change is not a one-time activity tied to a kickoff meeting or training session. It requires consistent communication and support before, during, and after the transition. 

Here are five opportunities to better support people throughout the change:

1. Translate Technology into Purpose

Well in advance of the change, celebrate the initiative with a public announcement and show of support from the leadership team. Make the event fun for the people affected by the proposed change. At this early stage, explaining why the change is necessary and sharing the ‘what’s in it for me’ is critical for buy-in and success. 

2. Listen and Communicate 

As the initiative gets underway, the day-to-day leaders managing the project often run into resistance from reluctant staff. Take the time to listen, validate their concerns, and offer solutions when possible. While people resist change when it’s imposed upon them, engagement grows when they feel involved. People tend to support what they help create. 

3. Anticipate and Manage Challenges that Arise 

Become familiar with the SARA curve, which describes the sequence of reactions people experience as they go through involuntary change. The four common steps include: Shock, Anger, Resistance, and Acceptance. Once leaders know where people are on the curve, they can identify what support they need to move towards the change. 

4. Provide Ongoing Resources After the Launch 

Successful change isn’t complete just because the vendor or contractor leaves the premises, and training shouldn’t end when the system goes live. Make sure the project team has resources to create whatever additional technology supports are necessary, such as how-to videos, reference guides, additional or in-depth training sessions, etc. 

5. Gather and Act on Feedback 

Collect feedback about the process from everyone impacted by the changes. What went right? What could go better next time? Include end users, project managers, and IT staff in the feedback process. Additionally, act on the feedback or provide follow-up communication. People want to know they’ve been heard.

About Daniel Stewart

Daniel Stewart is President at Stewart Leadership, a leadership and organizational development firm that helps organizations address and align people-related challenges wherever they appear in organizations. He leads the firm’s consulting practice, delivering tailored solutions across talent development, executive leadership, strategic planning, and change management for organizations in healthcare, technology, manufacturing, and other industries.

The following is a guest article by Daniel Stewart, President at Stewart Leadership

Healthcare providers pursue technological change for a variety of reasons, but always with clearly defined objectives in mind. Whether consolidating revenue cycle vendors, introducing AI-driven solutions, or even implementing new EHR systems, the technology itself often has the capability to deliver the intended outcomes. Yet many leaders find their change efforts fall short. 

The Biggest Obstacle to Change 

A common misconception held by executives across industries, including healthcare, is that the technology alone will yield the desired results. With the best intentions, leaders mistakenly believe the new digital solution will work as expected, and employees will adjust to the new processes and systems. 

In reality, it’s part of human nature to resist change. Change is jarring, uncomfortable, even threatening. When people feel that change is being imposed upon them without their consent or buy-in, that natural resistance to change often grows into a stubborn refusal to change.

In the sprint to the go-live date, organizations often overlook the people side of change management. When this happens, end users, the very employees who must adopt and champion the change for it to be effective, are left confused about expectations, frustrated with the new technology, and, in some cases, fearful that it may replace them.

Consequences of Ignoring the People Side of Change 

When people aren’t included or supported through the change, adoption slows or fails, technology doesn’t deliver its promised value, and, ultimately, investments are wasted. 

There are hidden costs, too. Productivity slows because teams take longer to complete work or make errors. Frustrated employees become disengaged or leave. The patient experience deteriorates as internal teams struggle. Trust in leadership erodes, hampering future change efforts. 

Managing change requires numerous, ongoing actions throughout the process that touch all stakeholders. In fact, a McKinsey survey found the more actions companies take, the greater the likelihood of success. 

However, in my 25 years of experience, the most critical factor in the success of a digital transformation is the ability to manage the people side of change, particularly among employees who will use the technology on a day-to-day basis.

Leading Employees Through Change 

Guiding people through change is not a one-time activity tied to a kickoff meeting or training session. It requires consistent communication and support before, during, and after the transition. 

Here are five opportunities to better support people throughout the change:

1. Translate Technology into Purpose

Well in advance of the change, celebrate the initiative with a public announcement and show of support from the leadership team. Make the event fun for the people affected by the proposed change. At this early stage, explaining why the change is necessary and sharing the ‘what’s in it for me’ is critical for buy-in and success. 

2. Listen and Communicate 

As the initiative gets underway, the day-to-day leaders managing the project often run into resistance from reluctant staff. Take the time to listen, validate their concerns, and offer solutions when possible. While people resist change when it’s imposed upon them, engagement grows when they feel involved. People tend to support what they help create. 

3. Anticipate and Manage Challenges that Arise 

Become familiar with the SARA curve, which describes the sequence of reactions people experience as they go through involuntary change. The four common steps include: Shock, Anger, Resistance, and Acceptance. Once leaders know where people are on the curve, they can identify what support they need to move towards the change. 

4. Provide Ongoing Resources After the Launch 

Successful change isn’t complete just because the vendor or contractor leaves the premises, and training shouldn’t end when the system goes live. Make sure the project team has resources to create whatever additional technology supports are necessary, such as how-to videos, reference guides, additional or in-depth training sessions, etc. 

5. Gather and Act on Feedback 

Collect feedback about the process from everyone impacted by the changes. What went right? What could go better next time? Include end users, project managers, and IT staff in the feedback process. Additionally, act on the feedback or provide follow-up communication. People want to know they’ve been heard.

About Daniel Stewart

Daniel Stewart is President at Stewart Leadership, a leadership and organizational development firm that helps organizations address and align people-related challenges wherever they appear in organizations. He leads the firm’s consulting practice, delivering tailored solutions across talent development, executive leadership, strategic planning, and change management for organizations in healthcare, technology, manufacturing, and other industries.