Change Management for Clinical Ancillary Teams: Aligning Practice with Policy and Progress
Ts. Dr. James Chong, Chief Executive Officer, Columbia Asia Hospital – Tebrau
Ts. Dr. James Chong, Chief Executive Officer, Columbia Asia Hospital – Tebrau
Ts. Dr. James Chong Teck Hong is a seasoned healthcare executive currently serving as the Chief Executive Officer of Columbia Asia Hospital – Tebrau. With a robust background in project management and strategic leadership, James is dedicated to enhancing healthcare delivery and operational efficiency. His career is marked by a commitment to cost optimization and fostering key strategic partnerships.
In today's evolving healthcare environment, change is no longer a sporadic event—but a constant. Managing change effectively has become vital for clinical ancillary teams, including laboratory professionals, radiographers, pharmacists, physiotherapists, dietitians, occupational therapists and other allied health professionals. These teams provide essential diagnostic, therapeutic, and support services and their responsiveness to change directly affects the quality and continuity of patient care.
While much focus is often placed on change management in nursing and medical departments, ancillary teams face their own unique complexities. Technological upgrades, policy shifts, accreditation requirements, and workforce developments all intersect to shape how these professional’s work. The recent implementation of the Malaysian Allied Health Profession Act (Act 774) and the establishment of the Malaysian Allied Health Professions Council (MAHPC) underscore the importance of structured change management strategies within this segment of the healthcare workforce.
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Managing change effectively requires more than just issuing memos or holding briefings. It involves a thoughtful, iterative process that engages staff at every level
Ancillary services serve as the backbone of clinical operations. Without timely lab results, accurate imaging, effective rehabilitation, and safe medication dispensing, patient outcomes would be severely compromised. However, these services often operate in the background, their contributions invisible to many outside the clinical sphere.
Each change—whether it involves the integration of a new Picture Archiving and Communication System (PACS), adjustments in documentation protocols, or a shift in regulatory oversight—carries operational, emotional and professional implications for the teams involved. These realities must be acknowledged and addressed with deliberate planning and empathy.
The Changing Landscape: MAHPC and Act 774The Malaysian Allied Health Profession Act 2016 (Act 774) and the formation of the Malaysian Allied Health Professions Council (MAHPC) mark a pivotal turning point for allied health professionals. This legislation aims to:
• Regulate and standardise allied health practices nationwide;
• Register allied health professionals under a formal, legal body;
• Improve the quality, safety and accountability of allied health services;
• Ensure continued professional development and ethical conduct.
For ancillary teams, this means adapting to more formalised scopes of practice, documentation standards, and registration requirements. The implications are not just administrative—there are real impacts on job roles, career progression, training needs and interdepartmental collaboration. These regulatory changes demand a proactive, inclusive approach to change management, particularly in aligning individual roles with the broader professional framework mandated by law.
Common Challenges in Implementing ChangeDespite the necessity of change, resistance is not uncommon. Within ancillary departments, this may be fuelled by:
• Lack of involvement in decision-making processes.
• Communication gaps between leadership and technical teams.
• Fear of redundancy or increased workload.
• Insufficient training or support.
• Concerns about professional identity, especially with new regulatory expectations.
For example, a shift to an AI-supported radiology workflow might be perceived by radiographers as a threat to their expertise unless adequately explained and integrated.
Strategies for Effective Change ManagementManaging change effectively requires more than just issuing memos or holding briefings. It involves a thoughtful, iterative process that engages staff at every level. Here are several strategies proven effective in clinical settings:
1. Establish Clear Purpose and VisionStaffs need to understand why change is occurring. Whether it's compliance with MAHPC regulations or introducing a new LIS system, clarity of purpose builds trust. Avoid jargon—use straightforward language that connects the change to patient safety, service quality, or professional development.
2. Engage Early and OftenInvolve ancillary team leads from the outset. Their technical insight can pre-empt operational pitfalls and foster a culture of shared ownership. Mid-tier leaders, such as senior lab technologists or head therapists, are often ideal change ambassadors.
3. Provide Targeted Training and ResourcesAdult learners benefit most from training that is relevant, hands-on, and spaced over time. For example, if changes are being made to documentation to align with MAHPC guidelines, ensure all affected staff have access to workshops, refresher materials, and follow-up sessions.
4. Tailor Communication to AudienceCommunication strategies must reflect the diversity within ancillary teams. A physiotherapist's concerns will differ from those of a radiology technician. Use multiple platforms—emails, WhatsApp updates, posters in staff lounges, face-to-face briefings—and adapt the tone and content accordingly.
5. Celebrate Milestones and Recognise EffortsWhen a department successfully transitions to a new protocol or achieves compliance with a new MAHPC requirement, acknowledge it. Public recognition, small celebrations and personal appreciation all go a long way in reinforcing positive attitudes toward change.
6. Measure Impact and AdaptDefine success metrics early—turnaround times, patient satisfaction scores, compliance audits—and monitor them closely. Feedback loops, both formal and informal, allow for timely adjustments and demonstrate that leadership is responsive.
Embedding Change into CulturePerhaps the most difficult part of change is sustaining it. Once the initial excitement fades, old habits can resurface. Embedding change requires:
• Revising SOPs and KPIs to reflect new practices;
• Incorporating changes into onboarding processes for new staff;
• Maintaining regular training and competency assessments;
• Keeping change visible through dashboards, updates and ongoing dialogue.
Leadership visibility is also crucial. When executives and managers consistently model new behaviours and priorities, they set a tone that filters down across departments.
Conclusion: Building a Resilient, Responsive WorkforceAs Malaysia moves towards more robust regulation and professionalisation of allied health services, clinical ancillary teams must be equipped not only to comply, but to thrive. Change management is not a top-down directive; it is a shared journey.
By understanding the unique nature of ancillary services, aligning initiatives with regulatory changes like Act 774 and fostering a culture of participation and recognition, healthcare organisations can build more resilient, responsive teams—capable of delivering high-quality, patient-centred care in a system that never stands still.
