Posted on November 18, 2014 by Keren Taylor-Hughes
After 15+ years leading change in health care across Western Canada and the U.S., I believe change management is misunderstood. People underestimate the impact a good change management strategy can have on the success of an initiative.
Sustainable change management requires effective change management practitioners whose strongest skillset is their emotional intelligence. That is, it is their ability to monitor other people’s emotions and to identify different emotions and motivations. Salovey and Mayer’s Four Branch Model focuses on being able to process emotional information and use it to navigate, in our case, the digital health organizational culture where change is taking place. 1
Why do I think this is so important? Because change takes place one person at a time and based on the scope and impact of a change, it can stimulate emotional upheaval in stakeholders.
This is the first in a series of blog posts on change management, and in this series I will share the lessons learned from projects across the country on many elements of change management.
These lessons are captured in the change management framework and toolkit produced by the Pan-Canadian Change Management Network to support digital health projects across Canada. As it states, “eHealth change management is a strategic and systematic approach that supports people and their organizations in the successful transition and adoption of electronic health solutions. The outcomes of effective eHealth change management activities include solution adoption by users and the realization of benefits.”
In my next post, I will discuss the change practitioner. How do you know a good one when you see one?
If you have comments about this blog, please join me on the Pan-Canadian Change Management Network LinkedIn group where we can have a two-way discussion.
1 What is Emotional Intelligence, by John Mayer and Peter Salovey. Chapter 1, pp. 10,11 in Emotional Development and Emotional Intelligence: Educational Implications, by Peter Salovey and David Sluyter. 1997.)
Have a comment about this post? We’d love to hear from you.
Keren is a Benefits Realization Lead a member of the Clinical Adoption team at Canada Health Infoway and chair of the Pan Canadian Change Management Network. Keren is a senior change leader with over 16 years of leading change in healthcare across Canada and the United States, who is certified trainer in the ADKAR Model and Bridges: Leading Organizational Transition.