Introduction
Good afternoon everyone, and welcome to today's webinar hosted by Patagonia Health. Today's webinar topic was actually requested by an attendee, which is fun. It is called Change in Healthcare: Strategies to Engage and Empower Staff.
If you are not familiar with the Zoom webinar platform, take a look at the control panel at the bottom of your screen. This is where you can configure your audio settings, send chat messages, and ask questions. We will also have a Q and A session at the end.
To make sure that chat button is working, go ahead to that area and type in what the weather is like where you are joining us from today.
It was gray earlier but not freezing, so I was happy. Right now in North Carolina it is really gorgeous and sunny. Good to hear that there is some good weather out there as well. That is awesome.
Speaker Introductions
We are so excited to hear from our own Patagonia Health experts today, Brittany Shinall and Jennifer Hassa.
As a quick background:
- Brittany holds an HIT and HIM degree along with her PMP certification. She started her career in Michigan public health almost 15 years ago before transitioning to the software side in 2017, where she led implementations as the Senior Project Manager at Patagonia Health. She now works as an Implementation and Training Specialist here. Her public health background helps her connect with customers.
- Jennifer Hassa is an experienced instructional designer and learning and development professional with a strong focus on creating engaging educational programs and training solutions for diverse learners. She specializes in leveraging learning management systems and instructional design strategies to enhance knowledge retention, compliance, and professional growth across healthcare and educational settings.
Without further ado, I am going to pass this over to Brittany and Jen.
Change Management in Healthcare
Brittany Shinall
Good afternoon, or morning depending on what side of the United States you are sitting on. I would like to remind you all to use the chat to ask questions throughout the session if you would like.
I am going to start by covering some fundamentals of change management in healthcare, along with examples of things I have personally seen work well during implementations.
Communication Is Key
The first thing I am going to talk about, and it may sound cliché, is communication.
One of the biggest factors in any kind of change is communicating often and early. I recently read a quote that said, “The single biggest problem with communication is the illusion that it has taken place.”
Often we feel like we have communicated something from management or leadership, or even from the vendor side to the customer side, but the message may not have been clear or concise. Making sure you are communicating often and clearly with your team is a huge part of successful change management.
Explain the “What” and the “Why”
Think back to school when you learned to tell a story with the who, what, when, where, and why. The what and the why are especially important.
If you do not take the time to communicate how changes will be positive, or ensure your staff is aware of changes that are coming, you will lose confidence in the change you are trying to make.
This could be anything from changing signage in your lobby to implementing a brand new system across your entire facility. Communication builds trust and creates the foundation for moving forward.
Examples of Effective Communication
We have seen many organizations use creative and effective communication strategies, including:
- Staff newsletters with updates
- Town hall meetings
- Regular leadership updates
- Meetings with vendors during implementations
Some customers host monthly town halls where they provide updates on what is happening across the health department or county.
Transparency is extremely important. The last thing anyone wants is to learn about a major change only when it is already happening.
We have arrived for training sessions before and had staff tell us they only learned about the system the week before. That situation usually leads to poor adoption.
Model the Desired Behavior
Leadership should model the attitude they want to see in staff. Be honest that implementing a new system or changing a process can be messy.
One of my favorite analogies is remodeling your kitchen. During the renovation there are tarps everywhere, dust in the air, and you are eating breakfast at the coffee table in the living room. It is inconvenient.
But you also know that once it is finished, you will have a beautiful kitchen where you can create memories with your family.
Change works the same way. It may be uncomfortable in the moment, but the outcome can be worth it.
Communication Through Actions
Communication is not only verbal. Your body language and expressions matter too.
If you are telling your team, “This will be great,” but your facial expression says the opposite, people will notice.
I have seen both sides of leadership. When leaders are not fully on board with change, it shows. Staff pick up on those signals quickly.
One of the best implementations I have seen involved support from leadership all the way up to the Commissioner of Public Health. When positivity comes from the top of the organization, adoption tends to improve.
Engaging Staff in the Change Process
One of the quickest ways to damage staff morale is failing to involve stakeholders at every level.
You must involve the people who do the work day to day. Managers may have years of experience, but if they are not doing the work daily, there may be details they overlook.
Include Subject Matter Experts
Successful organizations often form work groups such as:
- Clerical work groups
- Billing work groups
- Nursing work groups
- Program-specific work groups such as immunization or reproductive health
These subject matter experts help review processes and identify potential issues early.
Actively Listen to Concerns
Another key component is actively listening and addressing concerns.
Just because a concern is not addressed does not mean it goes away. Often people simply want to be heard.
This may sound counterintuitive, but leaders should actively seek out concerns. Conflict is not always negative. When managed correctly, it can lead to improvements.
Some ways to gather feedback include:
- Open discussion sessions
- Anonymous surveys
- Town halls where leadership addresses common concerns
Embracing Discomfort
Change is uncomfortable. Even people who are highly adaptable still experience discomfort when things change.
The human brain is wired to resist change. When habits are disrupted, people must rewire how they approach their tasks.
Even when implementing an EHR system, most daily responsibilities remain the same. Staff still:
- Check patients in
- Collect information
- Take vitals
- Ask screening questions
- Document visits
The process is simply being completed in a new format.
Once staff realize they are still performing the same tasks, the transition often becomes easier.
Addressing the “Too Old to Learn” Concern
One common comment I hear is, “I am too old to learn a new system.”
When I hear that, I ask them to pull out their phone. Most people pull out a smartphone.
Then I ask what they do on it. Usually they say they call family members, text, use Facebook, or play games.
At some point they had to learn how to use that phone too. When they remember that experience, they often become more open to learning new systems.
Frame Change as Problem Solving
Before announcing a change, leadership should ask a simple question:
What problem are we solving?
If there is no problem being solved, you should reconsider the change. However, most changes address real needs such as:
- Streamlining processes
- Improving appointment tracking
- Collecting better data
- Supporting grant reporting
- Identifying new community needs
When leaders clearly explain the benefits, staff are more likely to support the change.
Planning and Staying Flexible
Murphy’s Law reminds us that anything that can go wrong might go wrong. That does not mean the project will fail, but it does mean flexibility is important.
Successful projects typically include:
- Clear timelines
- Defined roles and responsibilities
- Milestones
- Built in flexibility
Identify the Critical Path
Every project has steps that must happen in order. These steps make up the critical path.
For example, before planting a garden you must prepare the soil. If you skip that step, the planting will not be successful.
Breaking projects into manageable steps helps teams stay organized and focused.
Avoid Too Much Change at Once
Another important rule is not trying to change everything at the same time.
For example:
- If you are implementing a new EHR, do not also implement new lab software simultaneously.
- If you are redesigning workflows, avoid starting a building renovation at the same time.
Too many changes at once overwhelm staff and reduce adoption.
Tools That Support Adoption
There are simple tools that can make transitions easier:
- Quick reference guides
- Cheat sheets
- Process summaries
- Visual reminders
One approach I used during implementations was creating laminated reference cards with key information such as payer codes, workflow steps, and common processes.
These quick resources allow staff to find answers quickly during their workday.
Another important tip is to avoid saving everything for the end of the project. Spread tasks across the timeline so teams do not feel overwhelmed.
Celebrate the Wins
Celebrating milestones is extremely important.
I have seen organizations celebrate go lives in many creative ways, including:
- Pep rallies before launch day
- Themed go live events
- Friendly competitions between teams
- Recognition tokens for completed implementations
Even small celebrations help acknowledge the work staff have done.
Change can be stressful, but eventually teams reach a point where they say, “I cannot imagine going back to the old way.”
Community support also helps. Talking with neighboring agencies that have gone through similar transitions can provide helpful insights and encouragement.
It truly does take a village.
Engaging and Empowering Staff Through Learning
Jennifer Hassa
Thank you both very much.
Good afternoon everyone. I am going to talk about engaging and empowering staff through learning.
Change is constant in healthcare. New regulations, evolving technology, and updated workflows are part of our daily reality.
However, change does not succeed simply because a new system or policy is implemented. It succeeds because the people using those systems are engaged, informed, and confident.
Challenges Staff Face
Healthcare staff already face enormous pressure. When change is introduced, there is often limited time to learn something new.
When workflows shift, confusion or errors can occur. This is not about staff being unwilling to change. It is about not having the right support systems in place.
Employees need clarity, confidence, and guidance. This is where learning plays a key role.
Why Learning Matters
Learning does more than teach staff how to complete tasks. It explains why those tasks matter.
When people understand both the what and the why, uncertainty decreases and trust increases. Structured learning also helps ensure new behaviors stick and processes are applied correctly.
Training Approaches That Work
Webinars
Webinars are a powerful way to communicate change.
They allow staff to:
- See new processes in action
- Ask questions
- Connect with leaders
Recorded webinars also allow staff who could not attend live to access the training later.
Microlearning
Microlearning delivers short, focused lessons on specific tasks. These quick modules can be completed between shifts or during short breaks.
Because they are brief and practical, staff are more likely to absorb and apply the information immediately.
Gamification
Gamification uses elements such as badges, progress indicators, or small rewards to motivate learning.
It is less about competition and more about recognition and encouragement. When staff see their progress and feel acknowledged, engagement increases.
Learning Management Systems
All of these tools can be organized within a Learning Management System.
An LMS serves as a central hub where organizations can:
- Organize training by role or department
- Track completion
- Provide consistent access to resources
This helps leaders monitor progress and ensures staff can always find the information they need.
Just in Time Learning
Just in time learning allows staff to access resources exactly when they need them.
Examples include:
- Quick guides
- Short videos
- Searchable resources
These tools reduce errors, improve workflow, and help staff complete tasks with confidence.
Benefits of Investing in Learning
For organizations, strong learning programs lead to:
- Faster adoption of new processes
- Fewer errors
- Improved efficiency
- Stronger compliance
For staff, learning programs:
- Build confidence
- Reduce stress
- Provide flexible access to resources
- Improve engagement and morale
Key Takeaways
- Change is inevitable, but disengagement is not.
- Learning empowers staff and helps ensure successful change.
- Different learning tools support different learning styles.
- Microlearning, webinars, gamification, and quick guides help keep staff engaged.
Confident and engaged staff are essential for successful change. By investing in learning, organizations improve patient care, operational efficiency, and long term success.
Thank you for joining today. I will now turn it back over to Dana.
Closing Remarks
Great, thank you so much Brittany and Jen.
If this is your first time hearing about Patagonia Health, welcome.
We are an integrated EHR, practice management, and billing solution designed specifically for public health and behavioral health organizations. In addition to in depth training, we also offer a learning management system like Jen discussed.
If you would like to learn more, please visit our website at www.patagoniahealth.com.
Have a great day everyone. Thank you all so much.
