Week 4: Embracing Change 擁抱改變
Time: 3 minute video
Category: Change Management 變革管理
Change is normal in a hospital. New workflows, new systems, new safety steps, and new requirements can arrive quickly. When leaders do not explain change well, people feel uncertainty, rumors grow, and resistance increases. This week’s tool is simple: Same, Change, Support. Use it to reduce uncertainty, keep standards clear, and help your team adapt without losing trust.
在癌症中心，改變很常見。新的流程、系統、品質安全要求，常常一波接一波。如果主管沒有把改變說清楚，同仁就會不安，謠言變多，抗拒也會上升。本週工具很簡單：不變、改變、支援。用三句話把改變講清楚，降低不確定感，同時守住標準，也守住信任。
English Version
中文版 (AI)
Summary of Video
Why does this matter for leaders at KFSYSCC?
At KFSYSCC, change is not only “new rules.” Change affects patient flow, safety, workload, and emotions. If leaders treat change like a command, teams often feel uncertainty or threat. When leaders guide change with clarity and support, teams adapt faster and protect quality.
When would you use this?
Use this tool when you notice any of these moments:
A new policy or system update is coming and people look tense or skeptical.
The team says, “Why are we changing again?”
People worry the change will increase workload or create risk.
Rumors start filling the gaps because information is unclear.
You want buy-in, not compliance-only behavior.
What are the key phrases from this video?
Same, Change, Support
Name what stays the same
Name what is changing
Name how we will support
Ask: “What part will be hardest?”
Set a review date
How would you describe this tool in 30 seconds?
Start by reducing uncertainty. Say what stays the same, so people feel stable. Then say what is changing, so people know exactly what to do differently. Then say how you will support them, so the change feels doable. Finally, ask one question to surface reality: “What part will be hardest?” and set a review date so people know you will adjust based on what happens.
影片摘要
為什麼這對和信醫院的領導者很重要？
在和信，改變不只是「規定變了」。它會影響病人流程、品質安全、工作量，也會影響情緒。如果主管只用命令式的方式推動，同仁容易覺得不安或被威脅。相反地，主管用清楚和支援帶領改變，團隊會更快適應，也更能守住高品質的照護。
什麼時候會用到這個工具？
你遇到以下情況，很適合用這個工具：
有新政策或系統更新要上線，同仁看起來緊繃或質疑。
團隊說：「怎麼又要改？」
大家擔心工作量增加，或擔心安全風險。
資訊不清楚，謠言開始補空白。
你希望得到支持和投入，而不是只有表面配合。
這支影片的關鍵句是什麼？
不變、改變、支援
先說清楚哪些不變
再說清楚哪些改變
最後說你會怎麼支援
問一句：「你覺得最難的是哪一段？」
約定回頭檢視時間
用 30 秒怎麼描述這個工具？
先降低不確定感。先說「哪些不變」，讓同仁覺得穩定。再說「哪些改變」，讓大家知道要做哪裡不一樣。再說「怎麼支援」，讓改變變得做得到。最後問一句，把真實狀況拉出來：「你覺得最難的是哪一段？」並且訂一個回頭檢視的時間，讓大家知道會邊做邊調整。
Scripts for Leaders
Scripts make it easier to turn ideas into action. Watching a video can inspire you, but real leadership change usually happens in short, high-pressure moments where it’s hard to find the right words. The scripts give you ready-to-use phrases and structures you can adapt to your style, so you can try the skill immediately, stay consistent across teams, and spend less time figuring out what to say and more time leading well.
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Self-talk: “Reduce uncertainty first. Three sentences.”
Team-talk: “Before we talk about the change, here is what stays the same: our patient safety standard and how we treat each other. Here is what is changing: starting next week, we will use the new workflow. Here is the support: we will run a short walkthrough, and we will have one point person for questions this week.”
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Self-talk: “Do not argue. Make the reason clear.”
Team-talk: “I hear the fatigue. The reason for this change is to reduce rework and prevent delays. We will keep it simple. Let’s try it for two weeks, and we will review what is working and what is not.”
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Self-talk: “Name the concern. Offer one practical support.”
Team-talk: “You’re right to ask about workload. We will not add work without a plan. For the first week, we will reduce one non-critical step so you have time to learn the new process. If the workload still spikes, tell me the specific point where it breaks.”
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Self-talk: “Treat the concern as data, not resistance.”
Team-talk: “Thank you for raising that. Safety is not negotiable. Before we go live, let’s list the top two risks and add one safeguard for each. If you see a near miss during the first week, report it early so we can adjust fast.”
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Self-talk: “Do not guess. Commit to a follow-up time.”
Team-talk: “I do not have the final answer yet. Here is what I do know. Here is what is still unclear. I will confirm by tomorrow 3 PM and update the team in one message.”
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Self-talk: “Gaps create stories. Give facts and timeline.”
Team-talk: “I have heard a few different versions of what is happening. Here are the facts as of today. If anything changes, I will say so directly. Until then, please use this message as the source of truth.”
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Self-talk: “One question. One channel. One review date.”
Team-talk: “I want your input, and I also want clarity. Please send feedback through one channel, by Thursday noon. We will review and decide on Friday. After that, we will keep the standard stable for two weeks.”
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Self-talk: “Support learning without lowering standards.”
Team-talk: “Learning a new process takes time. The standard stays the same, and we will help you reach it. Let’s do one practice run together today, then I will check in tomorrow.”
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Self-talk: “Show you listened. Show what changed.”
Team-talk: “One week update. Here is what is working. Here is what we are adjusting based on your feedback. Here is what stays the same. Thank you for staying flexible while we improve the system.”
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Self-talk: “One real message beats perfect planning.”
Team-talk: “Today, I will use Same, Change, Support one time, and ask one question: ‘What part will be hardest?’ Then I will follow up with one support step.”
給主管的對話腳本
對話腳本能讓想法更容易轉化為行動。看完影片可能會受到啟發，但真正的領導力改變，往往發生在短暫、壓力很高的當下，而那時最難的是立刻找到合適的說法。這些腳本提供你可立即使用的句型與結構，你可以依照自己的風格調整，讓你能馬上練習這項技能、在不同團隊之間保持一致，也把更多時間用在好好帶領團隊，而不是苦想該怎麼說。
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自我對話：「先降低不確定感。三句話就好。」
對團隊說：「在談改變前，先說清楚哪些不變：我們對病人安全的標準不變，我們互相尊重的方式也不變。接著說哪些改變：從下週開始，我們會用新的流程來處理這項作業。最後是支援：這週會有短時間教學，也會指定一位窗口讓大家提問。」
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自我對話：「不要辯論，把原因講清楚。」
對團隊說：「我聽到大家很累。這次改變的原因，是要減少重工、避免延誤。我們先把它做得簡單。先試行兩週，我們再一起檢視哪裡有效、哪裡需要調整。」
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自我對話：「先承接擔心，再給一個具體支援。」
對團隊說：「你擔心工作量，我完全理解。我們不會只加工作、不給方法。第一週我們會先把一個非關鍵步驟簡化，讓大家有時間熟悉新流程。如果還是爆量，請你告訴我卡在哪一個點，我們就針對那個點處理。」
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自我對話：「把擔心當成資料，不要當成反對。」
對團隊說：「謝謝你提醒。安全標準不會退讓。在上線前，我們先列出最可能的兩個風險，每個風險加一個保護措施。第一週如果看到接近事件，請提早回報，我們才能快速修正。」
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自我對話：「不要猜，給回覆時間。」
對團隊說：「這件事我還沒有最後答案。目前我知道的是這些。還不確定的是這些。我會在明天下午 3 點前確認，並用一則訊息更新大家。」
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自我對話：「資訊空白會長出故事。補事實和時間點。」
對團隊說：「我聽到幾種不同版本。就今天為止，事實是這樣。如果後續有變動，我會直接說清楚。在那之前，請大家以這段訊息為準。」
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自我對話：「一個問題、一個管道、一個決策時間。」
對團隊說：「我想聽大家的意見，也要讓方向清楚。請用同一個管道回饋，截止到週四中午。週五我們會整理後做決定。決定後，接下來兩週先讓標準穩定，避免一直變。」
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自我對話：「支援學習，但標準不退。」
對團隊說：「新流程需要一點時間熟悉。標準不變，我們會幫你做到。今天我們先一起做一次練習，明天我再跟你確認一次狀況。」
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自我對話：「讓大家看到你真的有聽，也真的有調。」
對團隊說：「第一週更新。這些地方運作得不錯。這些地方我們會依照大家回饋做調整。也有些地方先保持不變，讓流程穩定。謝謝大家願意一起把系統變得更好。」
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自我對話：「先做一次，比完美規劃更重要。」
對團隊說：「今天我會用一次『不變、改變、支援』，再問一句：『你覺得最難的是哪一段？』然後我會跟進一個支援動作。」
Supporting Research
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Research on organizational change shows that people’s reactions are strongly influenced by uncertainty, communication quality, perceived fairness, and perceived support from leaders. When information is unclear, uncertainty rises and resistance increases. Reviews and theory also emphasize readiness factors like change commitment and change efficacy: whether people want to support the change, and whether they believe they can carry it out.
In healthcare, change often crosses professional roles and workflows. Reviews of change and implementation models in healthcare highlight recurring themes: clear purpose, stakeholder engagement, practical support, and ongoing review.
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There is no single best change model for every situation. Outcomes depend on context, workload, and resources. Also, embracing change should not mean suppressing concerns. In healthcare, concerns often contain real safety signals. Another common failure is asking people to change behavior without fixing system barriers like unclear workflow, missing tools, or unrealistic staffing.
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At KFSYSCC, we treat change as both a people issue and a system issue. We use Same, Change, Support to reduce uncertainty and protect relationships, while keeping clinical and safety standards clear. We pair messages with real support: short training, job aids, clear owners, and a review date. We invite concerns early and treat them as data to improve the process.
支持性研究
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組織變革的研究一再指出，人們對改變的反應，會受到「不確定感」「資訊是否清楚」「覺得公不公平」「主管有沒有支持」影響很大。當資訊不清楚、不確定感升高時，抗拒就容易上來。相關整理性研究與理論也強調「準備度」的重要性，例如：同仁是否願意投入（承諾），以及是否相信自己做得到（能力感）。
在醫療環境，改變常常跨很多專業角色與流程。針對醫療領域的變革與落地模型的回顧研究指出，雖然現場很複雜，但成功推動改變仍常回到幾個重點：目的要清楚、利害關係人要參與、要有實際支援、並且要持續回頭檢視調整。
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沒有任何一個模型可以適用所有情境。成效會受到現場情境、工作量、資源多寡影響。另外，「擁抱改變」不代表要壓住疑慮或一味正向。在醫療場域，疑慮常常是風險訊號。另一個常見失敗，是要求同仁改變行為，但系統障礙沒有處理，例如流程不清楚、工具缺乏、或人力配置不合理。
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在和信，我們把改變視為「人」和「系統」一起要處理的事。我們用「不變、改變、支援」降低不確定感、保護關係，同時把臨床與安全標準講清楚。也會搭配真實支援，例如短訓練、工作指引、清楚的負責人、以及回頭檢視時間。我們也鼓勵同仁提早說出疑慮，當作改善流程的資料。
Bonus Clips
加碼影片
If you want a quick outside perspective, here are three videos that reinforce this week’s lesson:
如果你想快速聽聽外部觀點，以下三支影片會呼應本週課程的重點：
References
Oreg, Vakola, & Armenakis (2011). Change recipients’ reactions to organizational change: A 60-year review. (PDF)
Weiner (2009). A theory of organizational readiness for change. (PubMed)
Where Do Models for Change Management, Improvement and Implementation Meet? A systematic review of change management models in healthcare. (PMC)
Reactions to organizational change: A systematic review. (PMC)
Transparent communication, trust, and openness to change. (ScienceDirect abstract)
Change Management in Health Care (StatPearls, NCBI Bookshelf)
Kotter (1995) Why Leading Transformation Efforts Fail (AHRQ PSNet)