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

July 2025 handout

Pdf Summary

This document outlines Session 2 of a three-part “Driving Change in Healthcare” learning lab focused on applying change leadership in practice. It builds on Session 1’s frameworks (Kotter’s 8-Step Change Model and Lewin’s Change Model) and shifts to practical tools and behaviors that help change efforts succeed in real clinical environments.<br /><br />Key content includes “change management logistics” for launching and supporting improvement projects: identifying and escalating problems using multiple signals (voluntary safety event reporting trends, quality/outcome measures, regulatory or accreditation changes, patient and staff feedback, strategic/financial priorities, and serious safety events). Participants are cautioned not to confuse “noise” with true performance issues, distinguishing common cause variation (normal, stable process variation) from special cause variation (unexpected spikes tied to identifiable triggers).<br /><br />The session introduces foundational project tools: PARMI (Process owner, Approver, Resource, Team member, Interested party) to clarify roles and decision authority; stakeholder analysis to map support vs. resistance and build action plans; “going to the Gemba” (observing work where it happens) to understand processes, gather data, and follow up; and guidance on using data appropriately (data informs investigation and baseline measurement, but does not automatically provide causation).<br /><br />A major emphasis is the human side of change—engagement, communication, resistance management, psychological safety, emotional toll, and self-awareness. Communication is framed as repeated, multi-channel reinforcement (“one email isn’t enough”) and aligned to project phases from awareness through advocacy/sustainment. Resistance is categorized by symptoms (unhappiness, sabotage, disengagement) and addressed by diagnosing root causes such as loss of control, uncertainty, change fatigue, competence fears, added workload, and past resentment.<br /><br />Finally, the session highlights the facilitator’s role in building psychological safety (inviting input, protecting respectful dialogue, normalizing learning from mistakes) and previews Session 3 on implementing and sustaining change across disciplines, alongside related NAHQ micro-credential resources.

Keywords

change leadership in healthcare

change management logistics

Kotter 8-Step Change Model

Lewin Change Model

common cause vs special cause variation

PARMI roles and decision authority

stakeholder analysis and engagement

Gemba observation in clinical workflows

psychological safety in healthcare teams

resistance management and communication planning