EP02.07 - The State of Change Management and its Transformational Impact
e-Health ePoster Library. Hollister C. Jun 7, 2016; 131567; EP02.07
Cindy Hollister
Cindy Hollister
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Purpose/Objectives: In January of 2015, a National Change Management survey was conducted to gain insights into the use of Change Management best practices and resources, as well understand top enablers and barriers to change. Healthcare professionals who are leading or supporting change were poled. This ePoster will address the key findings in this area. Methodology/Approach: A survey was distributed via web link to the pan-Canadian Change Management network and used snowball sampling to reach a broad range of participants across Canada. The survey was open for responses between January 28 and February 12, 2015. 379 people completed the survey, with representation from every province and territory and a range of care roles and settings. Finding/Results: When the survey participants were asked for the barriers and enablers of change these were the findings. The top enablers for change success: 1) Visible/engaged senior leadership, 2) Stakeholder engagement and 3) Clinical/change champions. The top barriers for change success: 1) Competing priorities, 2) Lack of visible/engaged senior leadership and 3) Lack of effective communications. When asked a few questions about their change management practices these are a few of the key findings. 50% say their organizations have a change management methodology 43% say their organizations have a dedicated budget for change management 32% of respondents have participated in formal change management training 48% say their organizations assign clinical leaders accountability and responsibility for adoption and use of clinical systems. The remainder of the survey asked questions based on The National Change Management Frameworks' 6 elements: Governance & Leadership, Stakeholder Engagement, Communications, Workflow Analysis and Integration, Training and Education and Monitoring and Evaluation. These elements were leveraged as benchmarks to determine how each element is being conducted across the country. Conclusion/Implications/Recommendations: The survey findings have indicated that change management as a discipline is still in the early stages of development and adoption across the country. Elements such as training and education and communications are routinely addressed under the auspices of change management but the other framework elements are not. Most elements are not conducted on a consistent basis. The engagement of clinical staff in healthcare projects is not a practice consistently adhered to at this time. The number one enabler of change success is an engaged, visible senior leader. Therefore without senior leadership leading change, providing budget and staff the state of healthcare transformation will be slow. 140 Character Summary: The recent Pan Canadian survey focused on the state of change management in Canadian healthcare; roles, practices, enablers and barriers to change success.
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