Pulse - May 2023 - 17

THE RVT
Instituting Change
Theresa Cosper-Roberts, RVT, CVPM, CVBL
O
ne of the best parts of attending continuing
education events is learning new techniques
and procedures. Often times, we want to implement
these changes in our practice in order to
elevate our standard of care.
Heraclitus said that the " only constant in life is change, " but he never
had to deal with trying something different at a hospital that refuses to
get rid of that last 30-year-old case of filaribits " just in case. " The problem
is that changes are rarely welcome in practice, with the argument made
being that we have always done things this way, and it's working just fine.
How can we successfully implement change?
Research, research, and research some more
One of the first things that should be done is gathering supporting data.
Do a considerable amount of research, gathering data to support the
need for the change, as well as information not in support of the adjustment
in order to increase your understanding of the subject matter. This
will allow you to better address any arguments against the change.
SWOTing ain't easy
After gathering and analyzing all of the information available, perform
a SWOT analysis. A SWOT analysis is business technique used to determine
if a change is possible by analyzing its Strengths, Weaknesses,
Opportunities, and Threats. A SWOT analysis may seem complicated,
but it can be easily done with some Post It notes, a blank wall, and a little
thought.
Strengths and weaknesses are internal factors that affect the implementation,
while opportunities and threats are external factors that
must be anticipated and addressed.
If considering introducing puppy socialization courses at a general
practice, an analysis may look like:
Not only does this method work to identify opportunities for implementation,
it also helps to recognize and address any potential issues.
Once you have examined the change from all sides, you can develop a
strategy for implementation.
Develop and present a plan for implementation & a trial
period
One of the most critical steps in the process is developing a plan for
implementation with a clear timeline of events that need to take place.
This plan should include details about any required training/ personnel
development and associated costs, as well as any items needed for
successful implementation. When presenting this plan to hospitals administrators
and other key stakeholders, be sure to address any issues or
obstacles to success and how they can be mitigated or overcome. If those
involved seem unsure of the feasibility, suggest a trial implementation
for a clearly defined time frame, such as six months of actively working
to fulfill it.
Once you have gathered support from your key stakeholders, it is then
time to include middle managers, such as lead technicians, floor supervisors,
and shift leads to ensure compliance and buy in. Managers should
have clearly defined roles in the implementation and understand their
role in the success or failure of the endeavor. They should be made aware
of the change, its impact, and the importance of team engagement.
Engagement & buy in: the team needs you
Any successful change requires an explanation of its importance. Meetings
should be held with all employees to introduce the item. Detailed
information should be provided about the implementation, as well as
any training that will be provided. Be prepared to address any initial
concerns that may be voiced to prevent employees from turning into
Chicken Little.
They don't have to like it, they just have to try it
Change can be stressful and frightening, which is why it is difficult.
Often items, employees will automatically reject items that they see no
value in simply because it is different. Because of this, it is critical to
have leadership/ managerial buy-in. While we cannot expect everyone
to be happy with changes, it is important that management is clear on
expectations of team compliance with the change during the trial implementation
period. Things are going to be bumpy initially. Mistakes will
be made, but everyone needs to put forth their full effort while trying it.
Anything less than 100% is unacceptable.
Solicit feedback: the good, the bad, and the ugly
After the changes have been in place for the specified time, set aside time
to get formal feedback on the implementation. The goal of this feedback
is not to have a complaint session, but to understand/ address any issues
or concerns, as well as find ways that things can be tweaked or altered for
better permanent change. When soliciting feedback, it is critical that we
hear, understand, and address all concerns. Only when people feel that
their concerns and frustrations have been addressed will they be willing
to move forward with changes. P
PULSE
MAY 2023
17
Pulse - May 2023

Table of Contents for the Digital Edition of Pulse - May 2023
