Engaging Staff in Health Care Solutions

This has been an ongoing challenge for me since I accepted a position of leadership within my healthcare facility. Staff are often able to constructively look at the possibility for future improvements but busy days for front line

staff make the reality of engagement difficult.

As we transition to a new physical space, change is imminent and looming in our workplace as the fear of first patient day and the unknown gets closer and closer.

As leaders, it is our duty to ensure that staff feel consulted, engaged and part of the change process. Without extensive input from staff, the environment of trust is jeopardized and the change process is halted.

I struggle trying to find a balance between making decisions and involving staff. As the transition becomes a reality, making decisions in a timely way becomes more and more important and engagement becomes more difficult. This requirement for quick decision making can leave frontline staff feeling left out of the process and make the transition more difficult.

"What we may not realize is that how we handle change affects the quality of our lives. Whether it is a new manager, corporate vision, service, or job responsibility, any change in our work life can generate strong emotions. We may feel joy, hope, and enthusiasm. But more often, change frightens us. If we aren't ready for it, we can become anxious, depressed, or angry (Dawson, 2013, p.8).

Addressing the emotional outcome of the change process and realizing how stressful this can be for employees may assist in the transition. The uncertainty about what the future will look like can be a weight for many staff. Giving detailed up to date information and engaging staff in the process ensures open communication and understanding. As leaders, it is important to remember the anxiety of change and create an environment that allows for communication, involvement and ongoing discussion.

References

Dawson, J. (2013). How to make change in the workplace work for you. The Receivables Report for America's Health Care Financial Managers. 28(7). 8-10.