Why small changes can have major consequences

From insight to control

Change is an integral part of healthcare. Regulations and legislation change, workflows are adapted, applications receive updates and new features become available. Healthcare organisations are constantly in motion.

In practice, however, a relatively small change can have far more impact than was initially expected. A modification intended to improve one process can suddenly have consequences across multiple departments. Staff must work differently, data becomes unavailable at the right time, or a connection turns out to be unexpectedly dependent on another application. This happens more often than many organisations would like.

Everything is interconnected

A healthcare organisation consists of a large number of processes that interlink. From scheduling appointments and requesting investigations to processing results, recording treatments and declaring care.

All these processes are supported by various systems. That in itself is not a problem, as long as it is clear how everything interconnects.

In practice, that overview is not always present. Many departments know their own processes exceptionally well, but have limited visibility into the effects of changes on other parts of the organisation.

Change is becoming increasingly complex

As organisations digitalise further, the number of dependencies increases accordingly.

A change in a registration process can affect reporting. An adjustment in planning can have consequences for a patient portal. New data that becomes available may also need to be processed in other systems. As a result, every change requires more coordination than before.

This does not mean organisations should change less. On the contrary. Healthcare must continue to evolve. But it clearly shows that changes must be better prepared.

The biggest risks are often invisible

When a change is implemented, attention is typically focused on the system where the adjustment takes place. That makes sense.

Much less attention is paid to the processes that depend on that system. It is precisely there that surprises arise. Not because people are doing their work poorly, but because the full chain is difficult to see.

Only when a change is actually implemented does it become clear which parts are affected.

Fewer surprises start with visibility

Change will always remain part of healthcare. New legislation, innovative treatment methods and technological developments make this inevitable.

The question is therefore not how changes can be prevented, but how organisations can make them more manageable.

This begins with insight into the processes behind the systems. Which departments are involved? What data is exchanged? Which follow-up steps are interdependent?

The better that insight, the lower the chance of unexpected effects.

The shift from reacting to orchestrating

Many organisations have become skilled at solving problems once they arise. This requires flexibility and engaged employees. Yet it is more valuable when problems are visible earlier, before a change is implemented.

This requires a different way of looking. Not just at individual systems or projects, but at the interplay between processes, people and information. Those who understand this interplay can implement changes with greater confidence and prevent small changes from having unintended, large-scale consequences.

Greater control over change?

Do you recognise that small changes within your organisation sometimes have unexpected large consequences? Or would you like better insight into the interplay between processes, systems and information flows?

We’d like to work with you on how to make those dependencies more visible and how to implement changes with greater control.

Would you like to discuss this further? Fill out the form below and briefly let us know where you're facing challenges. We will then get in touch with you.

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