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Recognizing Change Fatigue
Recognizing Change Fatigue
Change fatigue can develop over time and can affect staff well-being, quality of patient care, and team commitment (Camilleri et al., 2019). McMillan and Perron (2013) describe change fatigue as passive behaviors that often go unnoticed. Staff can become withdrawn and shut down when experiencing change fatigue, making it difficult for managers to recognize (McMillan & Perron, 2013).
Change fatigue can develop over time and can affect staff well-being, quality of patient care, and team commitment (Camilleri et al., 2019). McMillan and Perron (2013) describe change fatigue as passive behaviors that often go unnoticed. Staff can become withdrawn and shut down when experiencing change fatigue, making it difficult for managers to recognize (McMillan & Perron, 2013).
Some signs of change fatigue in individuals or within an organization include:
Some signs of change fatigue in individuals or within an organization include:
(Brown et al., 2018; McMillan & Perron, 2013; McMillan & Perron, 2020)
Who is At-Risk for Change Fatigue?
Who is At-Risk for Change Fatigue?
“Consider the following laments from frontline nurses, increasingly present in today’s changing health-care settings: the nurse nearing retirement who says, “If there is any more change I’m going to have to retire, I just can’t keep up!”; or the newly graduated nurse who states to a colleague, “I was just getting used to doing it this way, how am I supposed to learn a new way all over again?!”” (McMillan & Perron, 2013, p. 28)
“Consider the following laments from frontline nurses, increasingly present in today’s changing health-care settings: the nurse nearing retirement who says, “If there is any more change I’m going to have to retire, I just can’t keep up!”; or the newly graduated nurse who states to a colleague, “I was just getting used to doing it this way, how am I supposed to learn a new way all over again?!”” (McMillan & Perron, 2013, p. 28)
Vestal (2013) found that the less experience a staff member has, the more vulnerable they are when it comes to experiencing change fatigue. New learners, such a new graduates or staff who had recently transferred to the unit, experienced added stress when change was implemented in addition to performing at the basic level for that organization (Vestal, 2013). However, Camilleri et al. (2019), found the opposite; senior staff were at greater risk of change fatigue due to the amount of change experienced over their career.
Vestal (2013) found that the less experience a staff member has, the more vulnerable they are when it comes to experiencing change fatigue. New learners, such a new graduates or staff who had recently transferred to the unit, experienced added stress when change was implemented in addition to performing at the basic level for that organization (Vestal, 2013). However, Camilleri et al. (2019), found the opposite; senior staff were at greater risk of change fatigue due to the amount of change experienced over their career.
Measuring Change Fatigue
Measuring Change Fatigue
One way to determine who is experiencing change fatigue and at what level is to measure change fatigue in individuals within the organization.
One way to determine who is experiencing change fatigue and at what level is to measure change fatigue in individuals within the organization.
Bernerth et al. (2011), created the Change Fatigue Scale: a validated 6 statement scale with a 7-point response format that could accurately predict the measure of change fatigue.
Bernerth et al. (2011), created the Change Fatigue Scale: a validated 6 statement scale with a 7-point response format that could accurately predict the measure of change fatigue.
The 6 statements (rated on a scale of 1 = strongly disagree to 7 = strongly agree) used to measure change fatigue are:
The 6 statements (rated on a scale of 1 = strongly disagree to 7 = strongly agree) used to measure change fatigue are:
1. Too many change initiatives are introduced at (company name).
1. Too many change initiatives are introduced at (company name).
2. I am tired of all the changes in this company.
2. I am tired of all the changes in this company.
3. The amount of change that takes place at (company name) is overwhelming.
3. The amount of change that takes place at (company name) is overwhelming.
4. We are asked to change too many things at (company name).
4. We are asked to change too many things at (company name).
5. It feels like we are always being asked to change something around here.
5. It feels like we are always being asked to change something around here.
6. I would like to see a period of stability before we change anything else in this company.
6. I would like to see a period of stability before we change anything else in this company.
(Bernerth et al., 2011).
(Bernerth et al., 2011).
These 6 statements can be used as a preventative type tool on an ongoing basis by establishing a baseline, or can help identify the severity of change fatigue when symptoms are recognized. The information obtained through the Change Fatigue Scale can evaluate the need for interventions to decrease change fatigue, or help determine appropriate times for change implementation (Bernerth et al., 2011). Although more research needs to take place, having a means to directly identify when members of an organization feel too much change is happening may allow organizations to lessen or prevent unfavourable reactions including withdrawal and increased strain (Bernerth et al., 2011). “Future research that can systematically track change fatigue at the introduction of the first change, and each subsequent change, would be helpful in clarifying actual decreases in commitment, increases in exhaustion and turnover intentions, and the causal sequence of events” (Bernerth et al., 2011, p. 333).
These 6 statements can be used as a preventative type tool on an ongoing basis by establishing a baseline, or can help identify the severity of change fatigue when symptoms are recognized. The information obtained through the Change Fatigue Scale can evaluate the need for interventions to decrease change fatigue, or help determine appropriate times for change implementation (Bernerth et al., 2011). Although more research needs to take place, having a means to directly identify when members of an organization feel too much change is happening may allow organizations to lessen or prevent unfavourable reactions including withdrawal and increased strain (Bernerth et al., 2011). “Future research that can systematically track change fatigue at the introduction of the first change, and each subsequent change, would be helpful in clarifying actual decreases in commitment, increases in exhaustion and turnover intentions, and the causal sequence of events” (Bernerth et al., 2011, p. 333).
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