To implement successful change, it is essential to have a deep understanding of the culture within the environment you aim to transform. Culture and change management are deeply interconnected. Culture consists of ingrained, repetitive, and expected behaviors, often summarized as “the way things are done here.” Since effective Change Management requires altering behaviors, understanding the invisible cultural forces driving these behaviors is crucial for creating a Change Management Plan that resonates with the organization, anticipates resistance, and supports sustainable behavioral change.
Change management is not about seeking permission to implement change or focusing exclusively on one organizational level. Instead, it is about creating a clear and achievable plan that engages key stakeholders in the change journey. This includes actively listening, seeking feedback throughout the process, and tailoring outcomes to meet the overall organization’s needs.
To turn the Manifesto into a widespread reality, unlocking both personal and organizational emotional intelligence is key. This goes beyond self-awareness, focusing on empathy and the ability to genuinely connect with others—whether patients, caregivers, or providers. Social awareness, or the skill of “reading the room” to recognize resistance, is crucial. Resistance often stems from a lack of understanding of the change’s purpose or the steps involved. People don’t resist change itself; rather, they resist being changed (Kantor, 2020).
One of the most effective ways to address resistance is by ensuring transparent communication. Timely and open communication is essential to the success of any change initiative and can help drive adoption of the Manifesto’s principles. By focusing on the three C’s—Collaboration, Commitment, and Clarity—organizations can more easily adapt as changes unfold and new insights emerge, reducing fear and minimizing resistance (Center for Creative Leadership, 2023).
Research repeatedly supports this notion: sharing information about upcoming changes before they occur enhances workplace social capital and fosters a sense of respect, both of which contribute to higher job satisfaction (Turja, 2022; Jakobsen et al., 2020). This is especially relevant in healthcare, where change doesn’t just impact professionals. It is a shared responsibility—we are all someone’s patient, and everyone stands to benefit from the principles outlined in the Manifesto.
Shari Robbins, a seasoned leader with over two decades of experience in healthcare operations, specializes in workforce optimization and process improvement. In addition to her consulting work, she is an adjunct professor at Northeastern University in Boston, where she teaches Organizational Behavior, Change Management, and Workflow Analysis in the MS in Health Informatics program.
