Start by explaining why the change matters and how it helps them. Listen to their concerns and involve them in decisions. Provide training and support to make the transition easier. Highlight small wins to show progress. Keep communication open and encourage feedback to build trust.

Managing resistance to change in healthcare starts with understanding the root concerns—whether it's fear of the unknown, increased workload, or skepticism about the benefits. Begin by clearly explaining the *why* behind the changes—how they improve patient care, efficiency, or job satisfaction. Involve staff early in the process, allowing them to voice concerns and contribute to solutions. Provide hands-on training and support to ease the transition, and highlight quick wins to show positive impact. Most importantly, lead with empathy—acknowledge the challenges, celebrate adaptability, and maintain open communication. When people feel heard, supported, and see real benefits, resistance turns into engagement.

It is important to understand the reason for resistance. People may feel they do not have the skills or training to keep up with the new changes. Training may need to be provided to boost employees' professional skills and confidence. There may be more additional work and responsibilities that come with new changes. Nobody likes to do more work for same pay. Leadership needs to be aware of this and reflect this in extended timelines or some rewards for the employees. Communication is the key to implementing new changes. Leadership needs to be transparent about the reasons for changes and to find out the reasons for resistance. Once understood, these reasons need to be addressed appropriately to ensure team cooperation.

Establish clear vision Identify key stakeholders Define scope Establish timelines Identify resources and budget Develop communication strategy Monitor progress Celebrate 🥂 success

I usually sit with the team and explain them the What, When, Why. Then we tackle the problem as a bell curve with 80% of the team members adapting to the change, 10% going above and beyond and recognizing them with the change and lastly the 10% who are super receptive of the change. Working with that 10% receptive group and re-explaining them the why's and how it is going to help them in turn is a huge positive.

Managing staff resistance to change in a healthcare setting can be done by creating a safe environment for staff to express their concerns. Actively listen to their feedback and be willing to make adjustments where feasible. Share examples of successful change initiatives within the organization or from other institutions to motivate them. Be patient with staff as they adapt to the new change.

Change in healthcare can feel overwhelming, but resistance often comes from uncertainty, not refusal. Communicate the ‘why’ behind the changes, involve staff in the process, and provide hands-on training to ease the transition. Acknowledge concerns, celebrate small wins, and lead with empathy, people support what they help create.

Acknowledge concerns with empathy and communicate the benefits of change clearly. Involve staff early in the decision-making process and highlight how changes improve patient care and workflows. Provide hands-on training, address specific pain points, and recognize adaptability efforts. Foster a culture of open dialogue to ease resistance and encourage collaboration.

It surprises me how, often, the team's resistance is not related to the change itself, but to the way it is implemented. In addition, it is essential to analyze the level of information that the stakeholders have about what is being proposed. Many resistances arise from a lack of clarity, not from ill will. When leaders communicate with empathy, involve the team in decisions and offer real support, change ceases to be a threat — and becomes an opportunity for joint growth. In healthcare, where pressure is constant, this becomes even more evident. Very pertinent!