From Resistance to Readiness: Why Change Management in Healthcare Needs a Human Lens
Staff resistance to change is one of the most persistent challenges in healthcare transformation — but change readiness offers a practical, evidence-based way forward. By building adaptive capacity and addressing the psychological roots of resistance, healthcare organisations can move from friction to flow, even in complex environments.
In healthcare, change is not optional. Whether it’s the rollout of new electronic health record systems, the shift to value-based care, or the integration of telehealth platforms, transformation is constant. Yet despite the urgency and importance of these changes, many initiatives stall — not because the strategy is flawed, but because the people expected to carry it out aren’t ready.
Staff resistance to change in healthcare is well-documented. A 2023 integrative review published in BMC Nursing found that resistance often stems from fear of the unknown, perceived threats to professional identity, lack of trust in leadership, and poor communication. These are not trivial concerns — they reflect deep emotional and cognitive responses to disruption.
So how do we move forward?
The answer lies in change readiness — a proactive approach that builds the psychological and behavioural capacity of individuals and teams to engage with change constructively. Unlike traditional change management, which often focuses on plans and timelines, change readiness starts with people: their beliefs, their confidence, and their ability to adapt.
The Problem: Why Resistance Persists in Healthcare
Healthcare professionals operate in high-stakes environments. Their routines are tightly coupled with patient safety, regulatory compliance, and team coordination. When change is introduced — especially without adequate support — it can feel like a threat rather than an opportunity.
Common sources of resistance include:
Workflow disruption: New systems often require staff to relearn tasks, navigate unfamiliar interfaces, or change long-standing habits. This can slow down care delivery and increase stress.
Loss of control: Change imposed from above can make staff feel disempowered, especially if they weren’t consulted or prepared.
Change fatigue: After repeated rounds of transformation, staff may become cynical or disengaged, viewing each new initiative as “just another thing.”
Lack of perceived benefit: If staff don’t see how the change improves their work or patient outcomes, motivation to engage drops.
These dynamics are especially pronounced in healthcare settings, where time pressures, emotional labour, and interprofessional tensions already run high.
The Solution: Building Change Readiness
Change readiness is not a buzzword — it’s a measurable capability. It reflects how prepared individuals and organisations are to engage with change, absorb new ways of working, and sustain transformation over time.
At the individual level, change readiness includes:
Belief in the value of the change
Confidence in one’s ability to adapt
Willingness to engage and learn
At the organisational level, it includes:
Leadership support and modelling
Clear communication and rationale
Structures that enable learning and feedback
By focusing on readiness, healthcare leaders can shift the narrative from “resistance” to “engagement.” Instead of asking, “Why aren’t staff on board?” they ask, “What do staff need to feel ready?”
Practical Strategies for Healthcare Leaders
Here are five evidence-based strategies to build change readiness in healthcare settings:
1. Start with a compelling case for change
Use discrepancy messaging to highlight the gap between current performance and desired outcomes. For example: “Our current system causes delays in patient discharge — this new workflow will reduce wait times and improve care.”
2. Build efficacy through training and support
Offer short, practical sessions that build confidence. Use peer modelling, digital champions, and real-world examples to show that change is doable.
3. Engage staff early and often
Involve frontline staff in shaping the change. Ask for input, listen to concerns, and co-design solutions. This builds ownership and reduces resistance.
4. Use coaching to personalise support
Change readiness is not one-size-fits-all. Coaching allows staff to explore their own beliefs, build adaptive strategies, and feel supported through the transition.
5. Measure and respond
Use readiness diagnostics to track progress. Monitor engagement, gather feedback, and adjust supports as needed. This shows staff that their experience matters.
Case Example: ABC Health’s Change Readiness Strategy
At ABC Health, a regional provider undergoing digital and operational transformation, staff resistance was slowing the rollout of new systems.
To address this, ABC Health partnered with The Change Gym® to implement a structured change readiness program. This included:
The Change Readiness Superpowers course: Delivered in group sessions to build shared language and capability.
The Personal Change Fitness Program (PCFP): Offered as a self-paced resource for deeper engagement.
Coaching support: Led by Steve Barlow, helping staff explore their beliefs and build adaptive strategies.
Digital champions: Nominated to model new workflows and support peers.
Readiness assessments: Used before and after the program to track progress.
The result? Staff began to see the change not as a threat, but as a pathway to better care and smoother operations. Engagement increased, and the organisation was able to move forward with greater confidence.
Why This Matters
In healthcare, the stakes are high. When change fails, it’s not just a missed opportunity — it can compromise care, increase burnout, and erode trust. But when change is done well — when staff feel ready, supported, and involved — it becomes a catalyst for improvement.
Change readiness is not a luxury. It’s a necessity.