Change as Catalyst in Healthcare

Initiating and recognizing change is a long-standing challenge in the business of healthcare. Organizational dynamics can at times prioritize inaction over transformation. The act of change is a catalyzing force, requiring organizations, teams, and individuals to deprioritize historical approaches, technology, and processes while evolving into unchartered territories at times. Healthcare has been built upon the principle of "first, do no harm," where risk mitigation and zero defects are prioritized in the name of patient safety. In healthcare, resistance to change often takes the form of preservation of the status quo, found in personal biases and preferences, the need for quick and predictable actions, and personal prestige associated with expertise derived from existing processes.¹ Change can be influenced or impacted by human experience, through personal values reflecting willingness, resistance, imagination, or confusion, as examples.  

In decision-making efforts supporting healthcare transformation, tensions can emerge between uncertainties of innovative solutions and beliefs that prioritize perceived stability currently provided by known processes and capabilities. Balancing the risks of uncertainty with the possibilities of future value associated with transformation can present complex challenges. Redefining organizational beliefs and shifting mindsets towards evolution in business models is key.² The use of innovation as a driver of change harnesses the power of tensions to activate emergence. Emergence occurs as individuals and teams examine sources of operational and system dis-equilibrium and work to identify areas of work that amplify positive action. When correctly leveraged, tensions can fuel emergence, leading to optimized care delivery, evaluation and selection of efficient workflow, and determination of rapid and robust methods for evidence generation (as examples). Tensions can also inform creativity and serve as a stabilizing force throughout the transformation process. Directly empowering teams with creative capabilities that expedite innovative change is the key to driving positive and impactful value in those areas that present healthcare with challenges and growth potential. allows healthcare teams to develop innovative solution candidates objectively, providing confidence in reliable technology so that healthcare teams can focus on the opportunities and possibilities of transformation. also provides a foundation for seamless collaboration on iterative learning through unleashing the creative process. Learn more about how teams can collaborate, ideate, and launch innovative technologies to support transformational change in healthcare here


1 Blumental-Barby JS, Krieger H. Cognitive Biases and Heuristics in Medical Decision Making: A Critical Review Using a Systematic Search Strategy. Medical Decision Making. 2015;35(4):539-557. doi:10.1177/0272989X1454 

2 Harrison R, Fischer S, Walpola RL, Chauhan A, Babalola T, Mears S, Le-Dao H. Where Do Models for Change Management, Improvement and Implementation Meet? A Systematic Review of the Applications of Change Management Models in Healthcare. J Healthc Leadersh. 2021; 13:85-108