In addition to the areas pointed out below, there are 2 areas that stand out to me. 1. This is not on the list, "What is changing and why?" In my experience , this topic was missed many times and the cause for division in the team. Is this change benefiting our patients? To create efficiencies? Change in technology forcing the change? Is it regulatory? Typically, once this is outlined to the team, they understand the why and can bring the team back together. Then they can focus on the how. 2. The next is on your list, "Collaborative Solutions". I found that when you engage the teams that are doing the work, and allow them to become a part of the solution, you create buy-in to the change. These 2 are my top focuses in implementing change.

Excellent list Rick, especially #1. In general, most people like change if they recognize a personal benefit to them. The adage of 'people don't like change' is untrue unless there is anticipated loss as you have outlined. Great approach!

Identificando como as tarefas mesmo que divididas tem importância fundamental para o bom andamento e o resultado final. Simplificando as tarefas a equipe poderá ter mais tempo para atividades estratégicas e até mesmo interação que são ricas e agregam valor.

I've driven a variety of change initiatives and this has taught me: 1 - People initially view change as a Loss. Address this by showing opportunities for them in the new order. 2 - People accept change at a very personal level. Talk with people 1-1 to hear their concerns and aspirations regarding the change. Give them some time and space to process changes. 3 - Demonstrate "What's in it for me?". How will the new ways be beneficial for them at a personal level? More time/freedom, less stress or ? 4 - Never back down. Address overtly stubborn resistors with "tough love". Remove them if needed. 5 -Recognize and Reward early adopters in public. 6 - Make the old ways increasingly difficult or impossible.

One of the advantages of benchmarking against another site or company is the ability to see and show what a process, when implemented, will achieve. Showing the end result will help get buy-in from your team.

The text effectively highlights how identifying common goals can bring a team together, even with differing opinions on simplifying administrative tasks. By focusing on shared aspirations, such as a more efficient and less stressful workplace, attention can shift from individual preferences to collective benefits. This focus on common goals makes it easier for the team to commit and collaborate, helping them find effective solutions and work cohesively toward a unified objective. The approach is practical and fosters a collaborative environment.

Focusing on common goals in a department means that the work everyone accomplishes has value. One of the most important aspects of streamlining administrative tasks comes from making those common goals visible for the entire department to see – not just at a monthly meeting or a morning huddle – but every day. Visual management of quality goals and their associated action plans facilitates engagement, inspires action, and recognizes the team’s accomplishments. This level of streamlining can create a higher level of success in a department, and an entire organization.

Introducing incremental changes is an effective strategy for facilitating the transition toward administrative task simplification. Rather than implementing a comprehensive overhaul, which may be overwhelming and encounter resistance, it is advisable to suggest small, manageable modifications that can be gradually built upon. This step-by-step approach allows the team to adjust smoothly to new processes while offering ongoing opportunities for feedback and refinement. This method demonstrates the benefits of change without causing significant disruptions to workflow, promoting a more seamless and efficient adaptation.

A change which is not felt by people who are being changed is long lasting as compared to a change which comes like a revolution goes away quickly as well as the prior has least resistance and the latter faces the most.

I have observed both successful and not-so-successful changes in organizations, and the most success comes from teams that have a significant amount of engagement at all levels. Additionally, successful change is not dumped on everyone with tight deadlines and unreasonable expectations. I recently witnessed a change that represented the latter and was met with quick resistance from most of the participants involved. Training, while comprehensive, was provided for implementing the change within one week, whereas most other departments in other regions were provided with at least one month to implement the change. Change is something that should be addressed one reasonable step at a time, not one giant project with a tight deadline at a time.

Streamlining, much like process improvement, should involve everyone to facilitate a collaborative approach to solving problems or implementing change. Collaboration is not a one-sided approach – it should include the ideas and strengths of an entire team. To achieve true collaboration, leaders should request feedback from team members and discuss ideas together. Other options can include creating a mind map, or even a fishbone diagram in a brainstorming session to isolate a problem. Just like the visual management of goals, where everyone can see the progress to achievement, collaboration is a team effort in creating the desired effect – streamlining, change, and success.

Collaborative problem-solving is essential for overcoming internal divisions within a team. Encourage collective efforts to develop solutions aimed at simplifying administrative tasks, employing methods such as brainstorming sessions or the establishment of a committee representing diverse viewpoints within the team. Actively involving all members in the decision-making process not only fosters a sense of ownership but also strengthens commitment to the chosen approach. This inclusive strategy facilitates a more cohesive and effective implementation, ensuring that the solutions address the needs and concerns of all stakeholders, thereby contributing to a more harmonious and productive work environment.

Offering training and support is crucial when implementing new methods for managing administrative tasks. Ensuring that your team feels confident and competent with new systems or software is paramount. Providing thorough training and continuous support not only facilitates skill development but also demonstrates a commitment to the team’s success. This investment helps mitigate anxiety surrounding the change and enhances enthusiasm for new procedures. By fostering a supportive environment, you contribute to a smoother transition, thereby reinforcing a positive and engaged work culture. Such measures ensure that the team is well-equipped to embrace and excel with the new processes, ultimately leading to improved overall performance.

Facilitate Open Communication addressing differences. Focus on Shared Outcomes addressing the benefit of all. Offer Training and Support then Monitor Progress and Celebrate Wins

Finally, establishing a system for continuous feedback is essential for maintaining cohesion and ensuring long-term success in streamlined administrative tasks. Encourage your team to share their experiences with the new processes, both positive and negative. This open line of communication facilitates ongoing adjustments and demonstrates that you value the contributions of your team members. It reinforces the notion that streamlining efforts is a collaborative and evolving project rather than a one-time directive. By fostering a culture of feedback, you not only enhance the adaptability of the processes but also strengthen the overall commitment and engagement of your team.

I’d say this one is key! As leaders, we might think something is working when it’s creating other headaches that people get too fatigued to bring up. It’s super important to ask questions and see if a solution really meets the needs of our team members and saves time or if it just becomes another item on the checklist. Sometimes it’s addition by subtraction.