On-Demand Learning Lab - Applying Change Leadership in Action-July 2025 Learning Lab Recording

Video Transcription

Video Summary

NACU’s “Driving Change in Healthcare” Learning Lab (Part 2 of 3) focuses on applying change leadership in day-to-day improvement work. Presenters Dr. Samantha Crandall, Bri Dubose, and Angel Rivera recap key change frameworks from Part 1 (Kotter, Lewin, Diffusion of Innovation, and the J-curve) and emphasize how change agents shift responsibility to process owners over a project lifecycle to support sustainment.<br /><br />They describe how improvement work is identified and escalated through sources such as event reporting trends, quality/outcome measures, regulatory changes, patient and staff feedback, strategic priorities, and serious safety events. A major lesson is distinguishing common-cause variation (expected fluctuation in stable systems) from special-cause variation (unexpected spikes tied to specific triggers), to avoid reacting to “noise” and creating change fatigue.<br /><br />Practical tools include PARMI (Process owner, Approver, Resources, Team members, Interested parties) to clarify roles and stakeholder analysis to map support/resistance, motivations, influencers, and action plans. Resistance is reframed as useful feedback; presenters outline patterns (visible dissatisfaction, disengagement, rare sabotage) and suggest matching tactics to root causes like loss of control, uncertainty, competence fear, unintended impacts, or past resentments.<br /><br />They stress going to the Gemba (where work happens) to understand real workflows, illustrated by an example where blood-product scanning failed due to physical layout and EHR workflow conflicts. Data is positioned as essential for baselines and tracking but not as the “answer” by itself.<br /><br />Finally, the session highlights the human side of change—engagement, multi-channel communication, psychological safety, and facilitation practices—setting up Part 3 on implementation and sustainment across disciplines.

Keywords

Driving Change in Healthcare Learning Lab

change leadership

Kotter change model

Lewin change theory

Diffusion of Innovation

J-curve change curve

process owner accountability

common-cause vs special-cause variation

change fatigue prevention

PARMI stakeholder roles

Gemba walk workflow observation

psychological safety and communication