The question I most often hear when groups are inspired by the ideas generated in a workshop is, “How do we get people to implement the changes we agreed to?” It’s one thing for a group to be inspired by new learning, and another thing to integrate that learning into the day to day operations of a practice.
No one wants to be a “Change Enforcer” constantly nagging and reminding people about change. You don’t have to micro-manage change, but you can lead it. Whatever your role in the practice, you can influence others to go beyond inspiration to integration.
Over my years of working with groups in workshops, study clubs, and team meetings there are three key change strategies I have found to be effective:
Recognizing: When a group decides to change, two things are predictable: They will make changes, and they will fall back into old patterns. If you look for evidence of improvement you will see it. If you look for evidence that “nothing ever changes” you will find that. Look for evidence that people meant what they said when they talked about change. It may be one or two examples, or one or two people ― but when you see something, say something!
Point out new language or new behavior when you see it. Mention it at morning huddle. Acknowledgement does not need to be praise, just attention: “I heard you try some new language with Mrs. Smith yesterday.” “It really helped when you told me about Mr. Jones’ concerns before we started treatment.” When we recognize efforts toward change, publicly and privately, we reinforce the effort and remind ourselves and others of what we are trying to accomplish.
Modeling: There is no question that modeling excellence can inspire others to excel. Setting a good example is well known as a leadership skill, but I am not suggesting a model of perfection. In fact, quite the opposite.
The most effective leaders model mistakes as well as excellence. How you react when you fall short sets the tone for real growth in your organization.
When you find yourself falling back into old patterns, acknowledge that to the team. Don’t hesitate to offer examples of opportunities you missed. When you demonstrate that you can learn from a missed opportunity you model integrity, humility, and courage. When you ask others to support you in becoming more consistent, you model commitment, vulnerability, and a true desire to grow and change.
Guiding: This is the last strategy because the more you do the first two things, the easier this becomes ― for you and others. Pointing out missed opportunities for others is easier when it is not the only conversation you have about change. When you point out evidence of change you demonstrate that change is a learning process, and you inspire confidence that change is happening every day. When you model a process for change in which it is human to sometimes revert to old behaviors, you become a fellow traveler, not an enforcer.
Gentle reminders and offers of support can become part of a vibrant culture of learning together as you implement and integrate new thinking and new behavior.
I am just putting together information on what an “emotionally engaged” re-care visit or new patient exam could look like. Our clinical group is having a doctor retreat on what each of believes “a chart review” looks like.
When reviewing this blog, what a great reminder for me of how we can use the “model” of recognizing, modeling and guiding to help move us through change. I forget how the “small” conversations, in between our team meetings can be of so much importance.
By the way… not a coincidence that I was on this blog looking for inspiration for my team meeting!
Thanks for the feedback, Murray.
Funny, I have just been thinking about chart “reviews.” I think we could find another name for them. It occurred to me that in a review we are more likely to see what we expect to see: “re-view”. I was thinking about maybe a chart “exploration” or “study” or “discovery” or . . . .?
Any ideas?
Mary