Harvard Business Review
By Joan F. Brett and Margaret M. Luciano
October 18, 2018
As health care organizations are being pressured to cut costs, reduce medical errors, and adopt both standardized processes and new innovations, providers are being asked to give up established and comfortable ways of working. They are having to spend more time on documentation, see more patients in a day, and use unfamiliar processes and tools. For many staff, physicians, and nurses, these changes mean less time healing patients and fostering wellness — the reasons they became health care professionals. Naturally, many start to question the direction of their organization, as these new behaviors and practices appear to conflict with the values of their profession.
When staff view innovations and changes as clashing with longstanding patient care values, they are less likely to adopt new behaviors and practices. This is why health care leaders need to focus on aligning innovation with existing cultural values, and devote more time to explaining how new processes and behaviors will allow employees to better enact their values and deliver high quality care.