The previous change management article (IN, 1 April) described the process of transition that we go through as individuals in response to external changes. It involves saying goodbye to old ways of working and embracing the new, but also requires a period of psychological adjustment as we accommodate those losses and gains.
This article will develop the theme of managing transitions to explore the impact of external changes on how teams of people work together. Few of us work completely in isolation, and the way we relate to other people in our team can determine how happy and productive we are, both individually and as a service.
In primary and community healthcare, changes are being imposed on us from outside all the time, evoking changes in how we work and relate to colleagues within our organisations. Although the change itself may be unavoidable, such as that which comes from a change in government policy, it may provoke different responses from existing teams and team members.