Three Practical Steps to Implement Change

Implementing organizational change has been a troublesome issue for leaders for decades, if not centuries. During the 1940s, Kurt Lewin created a model to help leaders facilitate change in their organization. His model Unfreeze - Change - Refreeze offers a simple paradigm to build your change management plans.

The simplest method of understanding the concept is to consider a cube of ice. Let's assume you made pink ice cubes as a summer treat but then thought your children would enjoy pink ice cubed shaped like unicorns. You're also out of the dye and don't want to make a special trip to the store. To create the change you wish, you will unfreeze the cubes, place the colored water into a new mold, and then refreeze the water. Creating change in your organization will a similar process. The first step of change is unfreezing the organization.

Step 1 - Unfreeze  

Change can only begin after the leader has identified the need. Only then can you begin to develop the change you need. It involves identifying the status quo and breaking it down. 

Developing a compelling message showing why the change is necessary, why the status quo won't work anymore. You might use financial data, such as revenue or income, costs, productivity metrics, or patient satisfaction survey data.

You will likely challenge your workforce's core beliefs — their beliefs, values, attitudes, etc. Just like when you might add onto a building, you will want to reevaluate the foundation.

Be prepared to put everyone off-kilter a bit. No one likes changes for the most part. Strong emotional reactions might ensue as a result of your work. Stay the course. By forcing the organization to reevaluate their core beliefs, you will unfreeze the current situation and initiate the change you need.

  1. Determine the required change. Survey the current state. Understand how the change will push you closer to meeting your mission and purpose.
  2. Generate support. Get support from stakeholders and the employees.
  3. Craft your message. Create a compelling story to explain the vision of your change. Emphasize the why.

Step 2 - Change

Once you've thawed the current situation, it's time to apply the mold of the change you desire. Expect your people to be uneasy and uncertain about the change. Implementing the new mold won't happen quickly unless you've invested the time and energy in teaching them how the change will benefit them or the patient. The change you're implementing must support your mission and purpose. Just because it's good for the patient doesn't mean the people affected by the change will accept it. 

The change might hurt some folks as you move away from the status quo. Others might take a while to recognize the real value of the change. A good leader will anticipate these situations and work to minimize them.

Communication will be crucial and will require a lot of time invested by you, the leader. A hands-on approach might be necessary as you lead change.

  1. Communicate often. Always be communicating. Describe the benefits. Explain how the change will affect everyone and how it supports your mission and purpose.
  2. Dispel the rumors. Answer all questions openly, honestly, and quickly. Deal with problems immediately.
  3. Empower action. Provide opportunities for the people involved and affected by the change to play an active role in the change.
  4. Involve the people. Create milestones and post them where everyone can see. Hold yourself and your people accountable for these milestones. 

Step 3 - Refreeze

Once the changes have been made and accepted by the people of your organization, freeze the change. How do you know when it's time to freeze? Examine the productivity charts and metrics. Have the errors stabilized? What are the people saying about the change? Is there any more push back from the change? What is their behavior?

Even though change is constant, a brief period where stability exists is important for your people. Being in a continuous flux of change will hamper your efforts to meet your mission and purpose. 

Celebrate the implementation of the change and reinforce why the change was made with data. Name those folks who were instrumental in implementing the change and give them credit. 

David J. Norris, MD, MBA, is a practicing anesthesiologist in Wichita, Ks. He is the author of The Financially Intelligent Physician and Great Care, Every Patient and is a frequent speaker on physician finances. Read more about David at www.davidnorrismdmba.com.

Check out my books!

The Financially Intelligent Physician & Great Care, Every Patient are available at Amazon and Barnes and Noble.

Learn more
Close

50% Complete

Sign up today

Sign up for my newsletter. You'll get a monthly email from me sharing valuable business knowledge you can use to have the business you desire.