Why We Need to Breakup With “Change Management”

No one likes change. 

Change = danger. Comfort = safety. Even if comfort destroys us.

Change can be disruptive and throw off the equilibrium. Whether staying in bed instead of doing that early workout or resisting digital tools to help you provide better patient care, there’s a lot of comfort in staying where you are.

But digital health tools are not going away—they’re becoming increasingly integrated into our workflows and how we treat patients.

Many clinicians presume that digital health tools are removing the personal touch of patient care and encroaching on their control and clinical decision-making, which can create fear and tension. 

This is not the first (nor will it be the last) time people resist change. When Johannes Gutenberg (usually credited) invented the printing press in the 15th century, this groundbreaking technology democratized knowledge and shifted power from the elite few (monasteries and wealthy patrons) to a broader audience. 

The change management challenges here included:

1. Resistance to change: Scribes and monks, who had long monopolized the production of books, initially resisted the printing press, fearing it would devalue their craft.

2. Communication of benefits: Advocates for the press had to demonstrate its advantages, such as increased literacy and access to knowledge.

3. Skill-building: Printers and craftsmen needed training to operate the press and produce books effectively.

Overall, the printing press allowed people to access a much broader range of books and new types of information, such as pamphlets, sheet music, recipes, and cartoons. As printed books became more affordable than handwritten books, literacy rates increased.

Clinicians can often get in their own way. How do I know this? Because I was once that clinician—and indeed, I always got in my own way as a pediatric occupational therapist.

I wanted to do too much. I wanted to be my patients’ superhero. I was completely unaware of how much I was making it all about me instead of my patients. If my treatment sessions were not painstakingly customized and da Vinci-approved original ideas for each of my patients, I would be a subpar clinician. In retrospect, it was a false sense of control.

It took me years to unlearn those behaviors. I learned that I could provide high-quality care even if I reused the same activities, did simpler activities, and left time at the end of a session to document instead of saving it all late at night at home.

Change management guides individuals, teams, or organizations through transitions to achieve a desired outcome. It involves planning, communication, and support to ensure people adapt effectively to new systems, ideas, or practices.

The term “change management” is ripe with problems

“‘Change management’ is a throw-away term that discounts the actual problem we’re facing when we talk about what it is that we are trying to change,” says John League, Managing Director of Digital Health Research at Advisory Board, in an interview of the Radio Advisory podcast.

Traditional change management methods are too slow, too costly, and can fail to prevent future change. When we approach change from this static perspective, it creates immense resistance because of a lack of purpose. It’s viewed as an obstacle that organizations need to get out of the way instead of a vital part of surviving and thriving. 

Instead, organizations and clinicians must change how they take on change. Changing how you change—it’s meta, but stick with me.

Purpose is the real driver for change. If everyone is aligned with the purpose, the “disruption” that comes with the change will be more welcomed. The learning curve may be challenging, but there is a reward at the end of it that aligns with your purpose.

Failure is inevitable if you don’t strive to change and align those actions with your purpose. When purpose is at the helm, the rest falls into place.

As healthcare leaders, there are five hard questions you must ask.

1. What’s your goal?

2. What’s the problem you are trying to solve?

3. What purpose are you trying to serve?

4. Where are you in the continuum of readiness for change?

5. How will you win the future, not just today?

Organizations and clinicians must approach digital health as another skill set in their toolbox, or “upskilling.” Digital health solutions can make clinicians more efficient, proficient, and effective in providing the best patient care—especially solutions that give clinicians more time and reduce cognitive burden.

Next, there are five pillars of making purposeful change:

1. Culture

2. Process

3. Skills training

4. Systems

5. Value orientation

These steps allow you to identify the next best step for change, prepare for success, communicate what that success will be, get alignment at the top, and change the culture before the change happens.

Change should become something that we do instead of an imposed obstacle. Especially in healthcare, evidence is ever-evolving around treatment interventions and protocols. 

If clinicians are committed to lifelong learning and improving their practice, digital health must also be a part of one of the many adaptations of that journey. ✨

Here are some deep reflection questions for clinicians and healthcare leaders to challenge their resistance to digital health tools! 💡 

For Clinicians:

1. What concerns do I have about integrating digital health tools into my practice? Are these concerns based on personal experiences, fear of change, or assumptions?

2. How might digital solutions actually enhance—not replace—my clinical expertise and patient care?

3. In what ways do I currently experience cognitive overload or inefficiencies in my workflow? How could a structured digital pathway help reduce this burden?

4. Am I resisting digital health because it’s unfamiliar or because I genuinely believe it won’t improve patient outcomes? What evidence do I have for my position?

5. If I viewed digital health as another skill set—like a clinical technique or a new treatment approach—how would that shift my willingness to adopt it?

For Healthcare Leaders:

1. What underlying fears or cultural norms within my organization are causing resistance to digital health adoption?

2. Am I effectively communicating how digital tools align with our mission, values, and long-term goals?

3. Have I provided my team with the necessary training and support to succeed with digital health tools, or am I expecting them to “figure it out” independently?

4. How do I measure success when it comes to digital adoption? Am I setting clear, purpose-driven benchmarks beyond just compliance?

5. What will happen if we continue to resist digital transformation? How will our organization and patient outcomes be impacted in the next 5-10 years if we don’t adapt?

What is the most significant barrier you see in digital health adoption right now? Reply back to this email or ping me on LinkedIn- let’s keep the conversation going!

📰✨Noteworthy

If you want to enhance your vocabulary, check this out.

I have challenged myself to learn one new word and embed it into my day, whether in conversations, journaling, or through this newsletter. 😉 I downloaded the Merriam-Webster app and programmed Siri to show me the word of the day from the app.

I’ll end with a few final words: I know the topic of digital health can often be disputatious, but it’s a necessary conversation to have if we don’t want to be left behind.

Take care, and see you next week.

Erika

References:

1. The Printing Revolution in Renaissance Europe - World History Encyclopedia

2. Ep. 233: Your digital strategy needs more than “change management”

3. 4 key issues that will shape the future of digital health 

4. Digital Transformation in Healthcare: Technology Acceptance and Its Applications 

5. Global strategy on digital health 2020-2025 

6. Effective Behavior Change Techniques in Digital Health Interventions for the Prevention or Management of Noncommunicable Diseases: An Umbrella Review | Annals of Behavioral Medicine | Oxford Academic