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How CFOs handle staff resistance to change is crucial.
Written by Michael O'Brien, EdD
Many of the ideas and concepts presented in this issue of hfm require numerous new approaches in the way things have always been done: new processes, new systems, new behaviors. In a word, change. To the human mind, change is a bad thing, something to be avoided-even feared. And this is all normal.
In my work with health systems across the country, I see this normal and natural resistance to change getting in the way of an otherwise well-planned new billing and collection system or the final implementation of a reengineered revenue cycle work flow. Senior executives often under-estimate the variety of ways that people can react to organizational change, which can get in the way of completing a key project. The result: Goals are not met, results are not as planned, and staff begin to believe they were right to fear the change.
Although resistance to change is normal, you can adopt change leadership practices to help your organization meet revenue cycle goals with fewer breakdowns and less frustration.
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