Change is constant and also an important part of growth, but change for the sake of change is not always good. Change should be based upon well thought out decisions, keeping in mind the impact that the change will make. A clear sense of direction will eliminate change for change sake. Your direction should flow like a river, strong enough to pass over the rocks, instead of allowing them to change your course.
It is necessary for continued growth and expansion; sometimes the only way out is through. Though change may be uncomfortable or intimidating, resistance can be overcome by maintaining a positive outlook toward change--emphasizing opportunity and creating a profound difference on performance.
Balancing Needs
Some directors fall into the trap of putting production needs ahead of other organizational needs; others put concern for people above that for production. Both styles are flawed, though the latter is popular with employees. Change, both large and small, is managed effectively only by showing equal concern for both needs. Attention to employees as people, coupled with strong interest in their welfare and well-being pays off in terms of better acceptance of changes and better performance. Changed management that pays inadequate attention to people threatens productivity and is likely to misfire.
Involving People
When employees feel excluded from the decisions that will determine the way they do their work, de-motivation and resentment can be the negative results. Ensure, therefore, that staff is given the opportunity to contribute and involve themselves at many levels of the decision-making process before any changes have to be made. For example, this could range from having a say in how the next promotional flyer should be created to the
all-important task of setting long-term objectives. Consulting people before major changes take place will also reinforce their commitment and trust.
Managing Resistance
You are likely to encounter varying degrees of resistance from staff when initiating change or revising existing procedures. Do not dismiss or ignore these objections. Some may arise from fear of what lies ahead, so listen to their objections and when possible, focus carefully on unwarranted fears in order to reassure staff. Others may arise from reasonable concerns of which you may have been unaware; offer staff the opportunity to explain their worries to you, then clarify how the proposed changes will affect them. Once they feel fully informed, their fears should recede.
Final Thoughts on Managing Change
Motivate your staff by acting positively on their creative ideas for change! Use measured continuous change to stimulate staff and avoid staleness. Treat resistance to change as a problem that can always be solved. Involve many people in producing plans for change. Show people how they will gain personally from the changes that you consider are necessary. Everyone in your clinic should read the book Who Moved My Cheese? by Spencer Johnson. It’s a best-selling book that can be read in an hour and will affect the way you view change.
Employee Testing
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Employee Development and Pre-Employment Screening
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To learn more, please visit the Employee Testing section
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Dr. Mark Mandell, D.C. - Footlevelers
Dr. Garry Baldwin, D.C. -
Ultimate Practice
Dr. Timothy Gay, D.C. -
Director of Ultimate Practice
together for:
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