Risk Profile: Leadership – Change management

Risk Profile: Leadership – Change management (PDF version)

Change management is related – but not limited – to change readiness and/or change fatigue. Positive leadership, that clearly communicates why the change is important, is crucial in fostering a greater sense of purpose. This builds a culture that is change resilient, prevents change fatigue and resistance, resulting in positive outcomes for both patients and staff. This document contains information entered by your peers in the Risk Register application to help you manage this risk.


  • Likelihood – average score 3.73
  • Impact – average score 3.64

The Risk Register allows for risks to be assessed on a five-point likelihood and impact scale, with five being the highest.

Key controls/mitigation strategies

  • Strategic projects
    • Experienced project management transition team established process to manage change
    • Project charter developed that  guides project with quarterly strategic initiative report and monthly project reports
    • All critical projects require a project plan that identifies all of the critical requirements for effective execution  
    • A strong strategic planning and prioritization process at the senior leadership level supports the organization to prioritize the most important changes
    • Focusing on highly-prioritized projects with project teams playing  an active role in effectively leading change 
    • A culture of continuous organizational improvement is promoted and sustained
    • Lean methodology supports the organization in finding  efficiencies which allows leadership to spend more time connecting directly with front-line staff to coach them, hear their ideas, and identify their concerns
    • Information technology/information management strategy developed
    • Governance framework developed that enables quarterly reporting to subcommittee of the Board
  • Change management
    • Encourage the organization’s ownership of change
    • Change impact assessments conducted
    • Change management strategies in place for major changes
    • Management training and education on change management provided
    • Leadership development training programs and tools in place to support successful change leadership
    • Regular communication with staff
    • Discussions with unions conducted in advance
    • Employee Assistance Program (EAP) to support staff 
    • Development of healthy workplace measures


  • Project management metrics
  • Monitoring of staff and physician engagement
  • Monitoring of human resource statistics (e.g. turnover levels, retention, sick time)
  • Identification and discussion of key risks/barriers to change 
  • Engagement survey data collected for:
    • Overall engagement 
    • Leadership engagement
    • Monitoring of number of grievances and complaints

[1] As of January 1, 2017

Note: information presented in this document has been taken from the shared repository of risks captured by HIROC subscribers participating in the Integrated Risk Management program.

© 2018 HIROC. For quality assurance purposes.