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September 2025 - Rules of Engagement: Leading Teams Through Change

Successful change in any organization - from clinic to health region - is largely dependent on the people involved and their level of engagement and commitment to the new vision.  We explore principles of change management and share actual accounts of those principles in action.

Session Summary

Session Hosts:

Dr. Janet Craig and Dr. Shelley Howk 

Presenters & Panelists:
  • Co-panelists - Dr. Andie Bains & Dr. Wen Nie
  • Presenter - Michele D. Hannay
Learning Objectives

At the end of this webinar, you will be able to:

  • Describe the common principles of engagement. 
  • Understand the importance of engagement. 
  • Describe strategies that increase change adoption.

Recommended Resources

 

Review of Change Management Principles

Change management models are similar because they describe classic human behaviour when faced with change. 

Prochaska & DiClemente’s 5 Stages of Change
A person’s health behavior change involves moving through 5 cognitive stages.  

  • Pre-contemplation
  • Contemplation
  • Preparation 
  • Action
  • Maintenance 

 

Prosci’s ADKAR Model

  • Awareness of the need for change
  • Desire to support change
  • Knowledge of how to change
  • Ability to demonstrate skills & behaviors
  • Reinforcement to make the change stick

 

Barrier to Adoption: Desire

  • Two-thirds of healthcare change initiatives fail due to poor planning, unmotivated staff, ineffective communications and widespread changes
  • Desire—not awareness or skill—is the biggest barrier to successful adoption
  • Engaging others requires understanding their perspective and intrinsic motivation

Rogers' Diffusion Model

  • Rogers’ Diffusion of Innovation Theory explains how new ideas or practices spread through a population over time. 

  • The Dancing Video illustrates this process in real time, demonstrating how first followers are key for transforming an isolated leader into a movement. The video highlights visibility, inclusiveness and peer modeling in creating momentum. 

According to Rogers’ research, when something novel is introduced, the population tends to fall into the following categories. 

  • Innovators (2.5%) – First to try new things; ahead of the curve but often too early for others to relate to
  • Early Adopters (13.5%) – Enthusiastic and willing to try new things without much support
  • Early Majority (34%) – Interested but cautious; need data, examples, and reassurance before adopting. Without engaging this group, innovations risk falling into the “Valley of Death” where projects lose momentum
  • Late Majority (34%) – Adopt only when it’s clear they’ll be left behind if they don’t
  • Laggards (16%) – Unlikely to adopt; often at a stage where change doesn’t make sense for them
  • Tipping Point: Once enough of the Early Majority adopts, momentum builds and adoption spreads rapidly

It is important to note that people can shift positions on the curve. Someone may be an early adopter in one area and a laggard in another. 

Rogers outlined 5 key factors in his research:

  • Relative Advantage
    • How is what you are proposing better?
  • Compatibility
    • Does it align with my values, experiences or needs?
  • Complexity
    • Is it easy to understand? Easy to use?
  • Trialability
    • Can I try it on a limited basis?
  • Observability
    • How visible is it? Can I observe others doing it/using it? 

Insights from Co-Panelists’ Stories 

  • Clinical Examples of Resistance to Change – Increased use of AI tools in healthcare settings as an example. Physicians’ trust decreases when changes feel imposed or unclear. Early inclusion and open dialogue can create ownership and desire to adopt change. 

  • EMR Transition Example – Strategies for engagement in this transition included involving staff in decision-making, gathering team input via surveys, providing direct personal support and recognizing change fatigue and tailoring next steps accordingly.

Successful change management in healthcare requires authentic engagement, clear communication, and strategic use of early adopters to build momentum. Physician leaders can drive adoption by fostering trust, reducing uncertainty, and aligning change with shared values and benefits.  

Important Physician Leadership Network Update

This session marks the conclusion of the 2024–25 Physician Leadership Network Series. Based on physician feedback from the recent Network Survey, the series will transition into a new Physician Network in 2026.

We’ll be taking time this fall to redesign the network, with sessions resuming in the new year. The refreshed program will focus on practical, operational topics identified through the survey. 

Current members will automatically receive an email invitation to join the new Physician Network. Watch your inbox for details. 

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