68 ◾ Jean Ann Larson and Amanda Mewborn
of nursing workow. e key roles of the project champion for change management are
communication with other leaders and sta and removing barriers that the team encounters.
◾ Project Manager—e project manager is responsible for identifying all tasks and sequenc-
ing of the tasks to accomplish the project, along with coordinating various resources and
following up to ensure tasks are completed on time and correctly. e key roles of the project
manager in a change initiative include coordinating and ensuring all tasks are completed at
the right time by the right party, and communicating any barriers to the project champion.
◾ Project Team—e project team includes the people assigned to work on the project. ese
are the folks who actually do the work. e key roles of the project team related to change
management are communicating with peers about the project and reasons for change, and
completing assigned tasks in a thorough and timely manner.
e role of the industrial engineer in change management varies depending on his role on
the project. e industrial engineer may be asked to serve the team as the project sponsor, proj-
ect champion, or project manager; in these cases, the engineer would ll the roles previously
described. However, if the industrial engineer is asked to be part of the project team, the engineer’s
role would include that described previously along with other support, such as:
◾ Conducting analyses, such as time studies, process maps, spaghetti diagrams, or simulation,
to demonstrate compelling, objective reasons for change and to identify potential better
ways of conducting business.
◾ Studying workow and identifying waste and methods to reduce waste.
◾ Identifying the “what’s in it for me” for each group of people, and developing tools to com-
municate the information and engage people to support the change initiative.
◾ Facilitating the group process used throughout the project.
e industrial engineer is uniquely positioned to support the team and organization through
change management initiatives.
Conclusion
e topic of change management is complicated and often overlooked. However, change manage-
ment is the key to success of any project. e industrial engineer is uniquely positioned to ensure
that the solutions implemented are ones that optimize people, processes, and technology, at a sys-
tem or enterprise level. Change management in healthcare is very important as decisions are often
based on politics and power instead of data and objective facts. Establishing personal relationships
and rapport with team members is a key element to successful change management, as these
relationships help to establish trust, objectivity, and a mutual understanding of skill sets and com-
petence. When engaging teams, it is important to clearly establish project purpose, scope, and the
roles of each team member. Beyond understanding roles, team members need to know why they
were selected for the team, and what skills they must bring to the group. Without the right skills,
tools, and time, no project can be successful. After managing the change throughout the project,
it is important to ensure the outcomes of the project are sustained. If the change and the associated
results cannot be realized and sustained over time, what is the purpose of any project? An indus-
trial engineer has many skills and tools that can assist with both the technical and the human
Instigating Change and Engaging Teams ◾ 69
factors associated with change management. It is critical for the industrial engineer to make sure
that the two types of skills are well balanced when working in a healthcare environment.
References
Blanchard, K. (2010). “Mastering the Art of Change.” e Training Journal, http://www.kenblanchard.com/
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Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Loveland,
Colorado: Prosci.
Kotter, J. (1995). “Leading Change: Why Transformation Eorts Fail.” Harvard Business Review (March–April).
Scholtes, P. R., Joiner, B. L., AND Streibel, B. J. (2003). e Team Handbook, 3rd ed. Madison, WI: Oriel
Incorporated.
Senge, P., Kleiner, A., Roberts, C., Ross, R. B., Roth, G., and Smith, B. J. (1999). e Dance of Change: e
Challenges to Sustaining Momentum in Learning Organizations. New York: Doubleday/Currency.
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