The Healthcare Manager's Playbook

Sharing real world examples is one of the most effective ways to learn. In my previous post, I outlined 10 tips for managing change more effectively in healthcare. In this post, I want to bring those ideas to life through a case study. This example focuses on implementing a new patient scheduling application across 30 rehabilitation hospitals. While the process was not perfect, it highlights how applying the fundamentals of change management can reduce challenges and frustration and improve overall adoption.

The goal of this project was to move all hospitals to a single, secure scheduling platform. Prior to this, hospitals used a wide range of processes involving either dry erase boards or spreadsheets. This variation led to inconsistent workflows and introduced risk related to access, ownership, and cybersecurity. Continuing with the current state meant accepting ongoing inefficiency and exposure to risk. At the same time, the benefits of change were clear. Standardization would improve visibility, reduce confusion, and create a foundation for long term improvement. As discussed in my previous post, creating a sense of urgency and clearly stating the benefits of change are essential. In this case, both needed to be consistently communicated to gain traction and alignment across hospitals.

Before rollout, the project team spent time understanding current workflows in detail. This step is often overlooked, but it is critical. You cannot design an effective future state without first understanding the current one. Scheduling processes were reviewed across hospitals to identify variation and common challenges. Pilot testing was conducted internally and with two very different hospitals. This helped identify gaps, improve functionality, and strengthen training materials. It also allowed the team to identify potential barriers early, including workflow differences, training needs, and technology limitations. This aligns directly with two of the earlier principles: understanding the change in detail and identifying barriers before full implementation.

The feedback gathered during pilot testing was especially valuable. Many of the suggested improvements were practical and directly tied to ease of use, such as adding visual separators for mealtimes, simplifying data entry, improving navigation, and enhancing communication features like notes and comments. These types of refinements may seem small, but they play a significant role in adoption. When systems are easier to use, resistance decreases. This reinforces the importance of involving end users early and often in the process.

Once testing was complete, the change was introduced during a directors only meeting. The team demonstrated how the system would work, explained what would change, and outlined a clear rollout timeline. Implementation was structured across five groups over a fifteen week period to reduce disruption and allow for focused support. Communication was intentionally layered and repeated. Staggered emails were sent leading up to go live, training videos were created to demonstrate key functions, and live virtual sessions were held to walk through the system step by step. These efforts align closely with the principle of clearly defining how work will be done after the change. People are far more likely to adopt a change when they can clearly see what it will look like in practice.

The communication strategy also reinforced another key point from the previous post: there is no such thing as overcommunication during change. A series of structured emails supported the rollout, including early awareness messages, training invitations, reminders about preparation steps, and day of go live communication. These emails helped set expectations, reinforce urgency, and maintain momentum. They also created multiple touchpoints for questions and feedback, which is critical during times of transition.

Directors were responsible for leading implementation within their hospitals and training front line clinicians. This was a critical part of the strategy. Change is not driven by a central team. It is driven at the local level. Leaders were expected to understand the change, communicate it clearly, and reinforce why it mattered. Their level of belief and confidence directly influenced how their teams responded. This reflects another key principle: sharing why you believe in the change. When leaders demonstrate confidence and commitment, it builds trust and increases the likelihood of adoption.

Several common causes of failed change efforts were intentionally addressed throughout the process. Communication was frequent and delivered in multiple formats. Expectations were clearly defined, and timelines were structured to be realistic. Support was available through live sessions, check ins, and recurring office hours. Senior leadership also played an important role by providing the necessary resources, including software, hardware, and new displays across facilities. These actions helped avoid many of the common pitfalls outlined previously, including lack of communication, insufficient support, and poor follow through.

Adoption was monitored throughout the rollout, and feedback was provided when usage lagged. Early successes were shared to help build momentum and demonstrate what effective use of the system looked like in practice. Highlighting these short term wins helped reinforce progress and build confidence across teams. At the same time, resistance did occur. One hospital attempted to continue using their old system while entering placeholder information into the new one. This is not uncommon. As noted previously, some individuals will strongly resist change. The key is how this resistance is addressed. Expectations must remain clear, and not changing cannot remain an option. Consistent follow up and accountability are necessary to sustain progress.

Time was also intentionally created for questions and discussion. Not everyone is comfortable asking questions in a group setting, so multiple opportunities were provided through office hours, one on one conversations, and follow up calls. This directly reflects the importance of leaving time for questions and answers. In many cases, these smaller conversations provide the clarity and reassurance needed to move forward.

Looking back, this experience reinforced a simple but important truth. Successful change is not driven by a single action or initiative. It is the result of consistently applying the fundamentals. Understanding the change in detail, clearly defining the future state, creating urgency, communicating benefits, leading with belief, identifying barriers, supporting teams, reinforcing wins, addressing resistance, and maintaining accountability all play a role. None of these are particularly complex on their own, but together they create the conditions for successful adoption.

Change management is easy to understand in theory and much harder to execute in practice. Hopefully this practical example will help you better manage your next change effort. As this case study shows, success comes from consistently doing the basics well.

About the Author: Shane Haas serves as the National Director of Outpatient Services at Ernest Health, a leading provider of inpatient and outpatient rehabilitation. He enjoys learning and sharing leadership and management principles. His backgrounds in Physical Therapy (UF ’96) and Industrial Engineering (TTU ’02) provide a balanced heart and head perspective that shapes the Healthcare Managers’ Playbook.