By Harmony Butler, CVBL, CCFP
Navigating Change in Veterinary Practice: Communication, Attitudes, and the 8-Step Process
Change is inevitable in any workplace, but in veterinary practice, it can feel especially daunting. Whether it’s rolling out a new appointment flow system or updating protocols, resistance and conflict often follow. Why? Because change impacts people on multiple levels or dimensions. These are environment, time, and person. Understanding these dimensions is the first step to leading successful change.
Why Change Feels So Hard
Every team member brings a unique set of influences to work each day. Their behavior is shaped by their environment, which includes social movements, communities, formal organizations, small groups, families, physical surroundings, social structures, and culture. Add to that the dimension of time which includes past experiences, generational differences, and historical context. Finally, there’s the personal dimension; psychological responses, biological reactions, and spiritual connections. Spiritual connections are not always religious. It’s your search for meaning, your morality, and your creativity. It is your purpose. It’s your why. All these factors combine to create multidetermined behavior, which means resistance to change is rarely about the change itself.
Let’s create an example named Sam, a technician at Never Change Animal Clinic. His clinic values stability and routine, so when management announces a switch from paper-based scheduling to a cloud-based platform, Sam’s first reaction is, “We’ve always done it this way. Why fix what isn’t broken?” His resistance is shaped by environmental factors such as clinic culture and peer influence. He also has economic stresses that tech changes could lead to job loss. He is also impacted by time (past failed tech rollouts, generational concerns), and the dimension of person (fear of losing competence, stress, questioning alignment with the clinic’s mission).
The Roots of Negative Attitudes
Negative attitudes toward change often stem from biases and stereotypes. Biases are preferences or inclinations that inhibit impartial judgment, while stereotypes are traits ascribed to groups. Both can sabotage accurate perceptions and lead to conflict. For example, assuming older staff will struggle with new technology or believing “veterinary teams are adaptable, they’ll figure it out no matter what” can create tension and overlook individual needs.
Communication Myths That Sabotage Change
Effective change management starts with communication, but several myths can make it harder:
- Natural Human Ability: Communication is learned, not innate.
- Will Solve All Problems: It has the potential to solve all our problems but can create problems if delivered poorly.
- Can Break Down: Communication cannot break down. It never stops. Avoidance is still communicating something.
- Competence Equals Effectiveness: Knowledge isn’t enough. Practicing and understanding individual learning styles matter.
- Should Be Encouraged: Communication is a tool. Tools can be used for bad and good. Intent is key.
The 8-Step Process for Leading Change
Dr. John Kotter’s 8-step process offers a roadmap for navigating change in veterinary practice. Here’s how it looks in action at Never Change Animal Clinic:
- Create a Sense of Urgency
Instead of announcing, “We’re switching systems tomorrow,” management explains why change is needed: “Delays in notetaking and lab work are impacting patient care and client satisfaction. The urgency is clear. If not addressed, missed charges and longer wait times will persist”.
- Build a Guiding Coalition
Key influencers are recruited: a tech-savvy receptionist, a veterinarian critical of inefficiency, and a lead technician. This coalition meets regularly to share feedback and troubleshoot concerns, including skeptics to neutralize resistance.
- Form a Clear Vision
A specific, inspiring vision is shared: “By March, our clinic will have a streamlined appointment system that reduces scheduling errors by 50%, ensures same-day completion of notes, and improves client communication.” Clear goals are set for training, phased implementation, and tracking KPIs.
- Enlist a Volunteer Army
Participation is voluntary. A meeting is held to explain the benefits, and 15% of the team is engaged as “change champions.” Early adopters build momentum and inspire others.
- Enable Action by Removing Barriers
Communication is transparent, and obstacles are addressed. Extra training is provided for those struggling with technology, and workflows are adjusted. Feedback is gathered, and resistors are engaged, not ignored.
- Generate Short-Term Wins
Progress is celebrated: 100% of wellness appointments scheduled in the new system, client wait times drop by 10%. Individual contributions are highlighted, and celebrations are tailored to staff preferences using a rewards and recognition assessment.
- Sustain Acceleration
The new system is expanded to all appointment types. Data is shared, and additional team members are recruited. Continuous feedback keeps the process adaptable.
- Institute Change
The new appointment flow is integrated into standard operating procedures and onboarding. The team is reminded of how the change aligns with the clinic’s mission, and leaders consistently reinforce accountability and positive culture.
Making Change Stick
Change doesn’t happen by chance. It’s intentional and requires a clear plan. By understanding the dimensions that shape behavior, addressing biases and stereotypes, and following a structured process, veterinary practices can transform resistance into engagement. The key is communication: supply both information and motivation and remember that every team member has a role in making change successful.
If you’re ready to break the cycle and ignite change in your clinic, start with understanding your team, communicating clearly, and following the steps that make change stick. And if you need support, resources like EdQuest and VGP Practice Coaches are there to help you every step of the way.
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