AE July/August 2018 Vol 27 No 4 - 6

RUNNING THE PRACTICE // ADVANCED
XXXXXXX ADMINISTRATION

CHANGE MANAGEMENT-

ESSENTIAL PERSPECTIVES FOR MANAGERS
Keith Casebolt

"

U

We probably
can't make
change
easy; we
can make it
less hard.

6

sing a technology that fits
in my hand, I can book a
flight in about 60 seconds.
Or buy a truckload of lumber and have it delivered
to the house in a couple of
days. Or call a ride-sharing
service and watch the car get closer
on a map in real time.
Our technology and systems are
changing faster than many can keep
up with. Constant change is the
new normal.
It's no wonder staff and managers
feel stressed.
COPING STRATEGIES
While it's unlikely that we can slow
the pace, we can adopt strategies
that reduce the wear and tear of
implementing change.
* Distinguish between the technical and the social impacts
of change. We're pretty good at
figuring out how to make a new
system work. We are less inclined
to carefully understand its
impact on how people feel about
the change.

AE // July/Aug 18

* Resilience, not resistance, is the
goal. Resilience results in problem solving. So build resilience
instead of fighting resistance.
(Resistance might be overt but
often is disguised and difficult to
identify and address.)
* Understand why resistance
exists. According to Rosabeth
Moss Kanter of Harvard Business
School, "The best tool for leaders
of change is to understand the
predictable, universal sources of
resistance in each situation and
then strategize around them."
* But don't resist resistance!
Assume there will be resistance
to change and address it directly.
This could be as simple as meeting with the people affected, putting the five reasons for resistance
(see sidebar) on a smartboard
or flip chart, and then asking
each person which of these are
true for them. Getting potential
resistance on the table early is
helpful. You want people talking
about their resistance rather than
acting it out later. Anticipate

these questions and provide the
most accurate answers you have,
including "I don't know yet."
» Is this decision already
made? Where does the team
have input?
» Why is this change
happening?
» How will we know if we
are successful?
» How will this affect me?
What's in it for me?
» When and how is this going
to happen?
» How do I become competent? How will training and
support happen?
* Let people have their feelings.
Telling your team you don't want
them to feel resistant is a waste
of breath. Do listen carefully and
address the underlying concerns
that are driving the resistance.
* Don't confuse reluctance with
resistance. Allow time for people
to mentally adjust.
* Frequently assess or check in
during and after implementation.
Think of it as your post-op



Table of Contents for the Digital Edition of AE July/August 2018 Vol 27 No 4

AE July/August 2018 Vol 27 No 4 - Cover1
AE July/August 2018 Vol 27 No 4 - Cover2
AE July/August 2018 Vol 27 No 4 - 1
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AE July/August 2018 Vol 27 No 4 - Cover3
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