Summary
The COVID pandemic has profoundly impacted everyone’s life, resulting in times of total lockdown in most countries. This has several after-effects on all aspects of one’s life, including daily activities at work, social interactions, and physical and mental health. Reports of the pandemic’s psychological consequences have been made across various situations, including among the general public and vulnerable populations like healthcare personnel and COVID-19 patients (Kumar and Kazançoğlu, 2020). Numerous pandemic consequences have also been discussed in the area of medical aesthetics. Even though medical aesthetics is often seen as a non-essential service, a considerable rebound was seen when the complete lockdown was lifted everywhere.
The “zoom effect,” which intensifies attention on one’s appearance and a general rise in interest in well-being, impacts medical aesthetics during the pandemic. According to one research, video conferencing has increased interest in cosmetic procedures and the identification of new face issues (Kumar and Kazançoğlu, 2020). The human race’s physical, emotional, and financial well-being have all been negatively impacted by the worldwide outbreak of the coronavirus disease 2019. All medical and surgical professions, including dermatology, cutaneous, and cosmetic surgery, face new hurdles due to the severe acute respiratory syndrome coronavirus 2 (SARS-CoV2). To accept the changes likely to last long, dermatologists and dermatologic surgeons must be ready to reorganize their practices.
Approaches to Models of Change Management
With constant technological advances and cultural shifts brought about by the COVID-19 pandemic and other factors, change is a massive part of the ability to make profits in the healthcare sector. Change models make change happen via an overall structured process, and much like any industry, leaders need to implement change in healthcare systems. Although managing change is more complex and challenging in health care than in other industries, the process is made more accessible and effective by choosing the most suitable change management methods. In laser and aesthetic healthcare, leading change successfully is frequently achieved via change management methods like the Lewin Model ADKAR change management model, among others.
The Lewin Model
Three phases are used in Lewin’s Three-Stage Model of Change to bring about change. The aggressive top-down approach to attaining change via three phases aids in managing change in aesthetic centers during short-term, intensive change projects. The beginning phase is the stage of preparation (unfreeze). The managers observe how things work to determine the resources required to achieve the desired outcomes (Teczke et al., 2017). These resources could include tools for doing various types of cosmetic procedures. In this stage, communication is crucial since the healthcare team needs to know what adjustments need to be made to be ready for the next phase.
The stage of implementation is another phase. Changes are initiated by project leaders, and communication is once again of utmost importance since change is a difficult process for team members to manage. At this crucial stage, support must be accessible through communication channels. Implement the staff skills necessary for change to occur. The refreeze stage, the last step in a continuous process to succeed, entails creating a plan to make sure the change lasts (Teczke et al., 2017). Examine the impact of the modifications and evaluate your progress toward the objectives you established during the unfreeze phase. In addition to a softer model for longer-term change management methods, managers in the laser and aesthetic healthcare industry and change leadership should use this idea.
Lewin’s model, however, may be ideal for bringing about change rapidly as the intended consequence of short-term wins. Without a softer model monitoring employee experience in addition to the Lewin Model, leaders must be aware that burnout might have a negative impact on staff retention and performance. Because it is utilized to study patterns of resistance to change, particularly technological developments following the COVID-19 pandemic, this model is crucial for laser and aesthetic healthcare companies.
ADKAR Change Management Model
The goal of an ADKAR (Awareness, Desire, Knowledge, Ability, Reinforcement) analysis is to comprehend the feelings and ideas of those who will be impacted by the change. Numerous stakeholders in the field of aesthetic medicine are impacted by changes in various ways, either winning or losing. ADKAR has the capacity to gather feedback that change leaders can use to assess the impact of changes on various stakeholders and to make adjustments that benefit everyone (Teczke et al., 2017). The first step in performing an ADKAR analysis is raising awareness among healthcare personnel. The ADKAR model is the one on this list of tools for managing change that places the most emphasis on the human experience and encourages staff to embrace fresh approaches to performing their duties.
The ADKAR model can, therefore, be useful for long-term change strategies in both large and small teams. Because there are so many stakeholders in the healthcare sector from various professions, all with competing interests, it can be advantageous to overcome competition. This model tool’s significance in a laser and aesthetic medical center originates from its value in assisting employees and patients in adjusting to change, preparing for it, and observing their responses while it takes place. Despite the model’s order, it’s important to remember that different people will go through the process at different times.
Driving Forces of Change
When it comes to tackling healthcare challenges, the need for change simply cannot be underrated. The change ought to be seen as a significant step toward ongoing quality improvement. As a result, healthcare organizations must work to adapt in order to fulfill the requirements of a population that is becoming more diverse. One of the main issues in modern healthcare is how to improve patient safety (Hopkins et al., 2020). For instance, laser and aesthetic claims that its objective is to increase patient well-being, its major value is to manage patients’ demands via quality improvement, and its vision is to provide better services.
Another reason for the change is the significance of quality improvement as a change driver and its crucial goal and vision. The organization actively encourages nurses to continue their education throughout their careers by stressing the significance of constant education and training to both patients and nurses. As a consequence, opportunities are generated for addressing the needs of individuals from various backgrounds.
Factors Driving the Need for Change in Laser and Aesthetic Procedure
The COVID-19 crisis has had a negative impact on a number of aesthetic operations, including breast implantation, lipoplasty, and cosmetic procedures surgeries. Non-urgent medical treatments have been put on hold as the emphasis on COVID-19 patients has become essential. Numerous medical facilities have postponed or canceled numerous elective surgeries, especially those seen as non-urgent. For instance, all cosmetic medical procedures have been put on hold for a certain amount of time at National Health Service clinics in the UK.
The desire for aesthetic procedures is also impacted by the pandemic style of life. The way individuals approach aesthetic procedures after the lockdown has been noted to be influenced by a rise in video conferencing and calls, longer periods of self-reflection, and more exposure to digital technologies (Hopkins et al., 2020). This is termed the “Zoom effect” and is being compared with the phenomenon of increased techniques affected by social media advertising, endorsements from influencers, and increased awareness of aesthetic procedures.
Consumers who were interested in treatments began doing their own research, and services became more widely available. A feeling of freedom after the lockdown, meditation during the lockdown, worry about the second wave lockdown, and preparation for going back to work are a few additional variables that, in addition to the “Zoom effect,” affect demand. Wearing a mask is necessary because it helps to disguise any side effects from treatment, which is another contributing factor.
With the easing of social distancing measures, it is anticipated that the simplest, significantly fewer-time procedures, such as injectable procedures, would gain momentum. There is no doubt that the COVID-19 epidemic has had a negative financial impact on the medical aesthetics sector (Kumar and Kazançoğlu, 2020). The demand will, however, increase gradually. The industry concentrates on a more resilient and inventive post-pandemic scenario of customer expectations than the pre-pandemic scenario. The suppliers of aesthetic procedures want to know how customer attitudes alter when COVID-19 is in effect compared to when it is not.
Numerous studies indicate that after the epidemic seems to be under control, the number of people interested in getting aesthetic operations will rise. It’s anticipated that the current rise in minimally invasive and non-invasive therapies will have a big impact on the market’s recovery. These procedures are less expensive than conventional methods, and there are now more alternatives available, ranging from laser to injectable therapies (Borkowski et al., 2021). Without requiring surgical intervention, these methods accomplish the same goals as surgical cosmetic procedures. It is anticipated that the availability of these solutions during a financial crisis would draw in more customers and enhance sales. Furthermore, post-pandemic access to all sorts of cosmetic operations has been made possible by the expansion of patient financing options. The desire for cosmetic procedures will increase as consumer habits return to normal.
The pandemic has made the advantages of technology adoption clear to the whole globe. Since the start of the epidemic, more and more businesses have been using digital technologies and approaches to preserve operational continuity while adhering to social isolation. Due to the fact that client interactions are no longer being maintained face-to-face, digital tools and strategies have become essential. The use of telemedicine by patients and clinicians has expanded. Digital technology is also helping equipment, and product manufacturers continue their business operations and keep in touch with cosmetic surgery clinics (Borkowski et al., 2021). Digital technologies are used to generate leads, advertise products, and foster customer loyalty. A number of businesses are also doing instructional webinars with aesthetic magazines utilizing digital technologies to increase customer awareness. The epidemic has altered staff communication practices as well. During COVID-19, these digital technologies are playing a crucial part in keeping a presence among customers.
In the future, an obligatory COVID-19 test may be necessary in order to get any sort of services after the usual operations of aesthetic treatments have resumed. Regardless of the coronavirus diagnostic test type, if patients must undergo pre-procedure testing, it is also crucial to discuss the site of sample collection and the logistics of safe and efficient sample submission to the lab. On the odd chance that they have the greatest equipment, plastic surgery clinics may do swab tests for patients or can send them to screening facilities (Borkowski et al., 2021). Referring patients for preoperative screening tests requires coordination between the center, the patient, and the patient’s surgical timetable.
Additionally, many walk-in clinics may not do regular testing for asymptomatic patients, and the majority of patients undergoing cosmetic surgery may be negative for COVID-19. The referring physician may then need to recommend or request that the patient undergo asymptomatic testing. Additionally, the time spent waiting for test results, which may range from 45 minutes to a few days, adds to the anxiety of the patient as they anticipate changes, whether or not they are asymptomatic. Isolation is another aspect to take into account. To lessen the risk of transmission, both the asymptomatic patients and the staff members of the plastic surgery practice should be isolated (following the obligatory weekly COVID-19 testing) while awaiting their results until surgery (for patients).
Additionally, it has been noted that customers across all sectors are shifting toward lifestyle products. The aesthetics sector has also been influenced by this. Customers want medical treatments that improve their quality of life and do not have a single goal. For instance, it is now standard practice to do operations purely cosmetic, such as eliminating frown lines or skin-plumping, after a car accident (Kumar, A. and Kazançoğlu, 2020). Additionally, these practices are not only used by doctors; they are becoming common in spas, beauty salons, gyms, casinos, and other areas used for advertising and even service delivery. However, in order to deliver the nonelective procedures, for which demand is probably going to stay more stable throughout the COVID-19 pandemic, these channels require medical licensing.
Several businesses are developing technologies to keep operating throughout the pandemic in order to suit the changing market needs. The goods and services produced by these businesses both meet the present demands of the industry and encourage consumer interest in cosmetic treatments. However, this pandemic carries a danger because of the general economic slowdown brought on by the epidemic.
Implications of Failure to Respond to Change
It’s not unusual for organizations to resist change, and it’s not necessarily a terrible thing. However, when a company’s culture is characterized by resistance to adjust to changing conditions, problems are most likely to arise. Low employee morale, Product obsolescence and declining industry influence can cause irreparable harm to an organization.
Business Product Obsolescence
Every product or service was once new, but things like technology, trends, and customer tastes keep changing. Laser and aesthetic medical centres face the danger of supplying services that are no longer in demand or necessary if it does not stay up with trends and medical technology advancements.
Employee Attrition and Low Morale
Low employee morale may have a substantial impact on overall performance and motivate some employees to look for employment elsewhere. Stagnant companies can be a major contributor to this problem. Many workers want to grow their skill sets, but they may not be able to do so in a workplace that is resistant to change. If the laser and aesthetic medical center don’t alter its leadership style and organizational structure, its staff will become unmotivated and provide substandard services (Kandhari et al., 2021). Low morale brought on by stress is also connected to disappointment, distraction, and anxiety. As leaders, from organizational leadership to unit nurse managers, there is a need to explore ways to improve morale. One method to achieve this is via consistent and meaningful communication.
Waning Industry Influence
If laser and cosmetic treatment centers don’t change, they risk losing influence within the medical sector, which might harm their reputation among competitors and affiliated businesses as well as their customers and clients. Loss of influence over time may result in a decrease in income and may make it more difficult for the company to recruit top employees and get revenue.
Strategies Available in the process of Change Management
The human race’s physical, emotionProcessal, and financial well-being have all been negatively impacted by the worldwide devastation brought on by the coronavirus disease 2019 (COVID-19) pandemic. All medical and surgical professions, including dermatology, cutaneous, and cosmetic surgery, face new hurdles as a result of the severe acute respiratory syndrome coronavirus 2 (SARS-CoV2) (Kandhari et al., 2021). In order to accept the changes that are likely to last for a long time, dermatologists and dermatologic surgeons must be ready to restructure their operations.
Dermatology
Dermatology is unique in being a very visual specialty strategy where most skin conditions can be diagnosed by visualizing skin lesions with some exceptions. Many skin disorders may be identified by looking at skin lesions. A new era of teledermatology has begun as a result of the COVID-19 outbreak, with many doctors now using virtual consultations and treatments (Villani et al., 2020). Although telemedicine may be used for consultations to varying degrees, actual treatments cannot be carried out digitally. With 30% to 60% of total income coming from procedural dermatology and cutaneous cosmetic surgery, it is a key part of the practice. Failure to carry out these procedures might result in poor patient care, a break in treatment continuity (many treatments call for numerous sessions), revenue loss, and potential financial problems with staff pay, loan servicing, and other things.
The situation varies greatly in different parts of the country and so do governmental regulations. Early on in the epidemic, there were strict rules that prohibited any unnecessary elective procedures. These limitations have since gradually been relaxed, with the exception of containment areas, where normal operations are now permitted. The danger of spreading a virus to the doctor, staff, and other patients still exists even when regulations allow normal work. Therefore, dermatological practice is still under pressure, and we need to come up with solutions to deal with these problems.
Improving Aseptic Injection Standards
The rise in popularity and demand for nonsurgical injection aesthetic procedures is essentially accompanied by an increase in reported complications, particularly those related to infection. Aesthetic professionals are in charge of the aseptic technique, which they may change to reduce the risk of infection and cross-contamination. This should be taken into account at every stage of clinical treatment but is especially important when using soft tissue fillers and compromising the skin’s natural defenses (Kandhari et al., 2021). By limiting the possibility of cross-contamination and infection, the aseptic technique makes sure that only clean items and equipment come into touch with sensitive treatment areas. Any clinical treatment that bypasses the body’s natural defenses, such as injections utilizing needles and cannulae, should employ the aesthetic technique.
Techniques to Protect Both Clinician and Patient
Techniques to protect both the doctor and patient from a variety of consequences are also an essential element of daily care and treatment in a pandemic-focused period when an infection is high on the agenda. Patients should be instructed to arrive at clinics without cosmetics and with a clean face prior to any operation. To lower the danger of contamination, hair should be kept out of the treatment region. If required, hairbands may be worn by the patient and the injecting professional. Common antiseptics for cutaneous preparation include povidone-iodine, isopropyl alcohol and chlorhexidine.
In order to guarantee the success of the strategies, a large number of stakeholders in the aesthetic and laser medical center should be engaged. The Ministry of Health, the Academic Model Providing Access to Healthcare, health professionals, communities and their leadership, and patients are the key stakeholders. Engaging them resulted in permission to contact research in their areas of jurisdiction and enhanced collaboration in updating care protocols with an emphasis on timely and appropriate referrals.
Managing Resistance to Change
Any change in a person’s life elicits a natural response since it forces them to leave their familiar surroundings in favor of an unknown reality. Managing change means managing people’s fear. Change is inevitable and advantageous, but people’s responses to it are unpredictable and irrational. However, there is a consolation and a piece of advice: it can be managed if done right (Grol and Wensing, 2020). A change within an organization is born out of a need, whether it be a new technology, a different kind of behavior, a new work methodology, etc. and, as we have seen, in most cases, this change generally does not please the employees. There is always that perception that their position within the organization is threatened, leading to resistance to change.
Companies should appropriately train their staff to accept change positively in order to handle resistance. They should be made aware that, despite the fact that change might be difficult, doing so will enhance their jobs. People need to realize that change is a constant in life and that it can be seen at all phases (Grol and Wensing, 2020). Managing resistance is aided by transparency. You must arrange the switch to the workers as soon as possible and with as much information as possible as a precondition for success. We must provide them updates on their progress in light of how the steps are changing and becoming more noticeable.
Participation of the employees in the transformation process helps in overcoming resistance; for instance, gathering feedback from health professionals on laser and aesthetic procedures is important. Managers should go one step further and deliberately recruit staff to assist in bringing about the change. Employees might feel like they are a part of something where they can add their own thoughts or creativity if they are given the opportunity to collaborate with one another to explore how to best bring new technology breakthroughs to the organization (Grol and Wensing, 2020). This will help your staff feel more like active change agents rather than helpless spectators in precarious circumstances. It can be a good idea to reward your staff members for their assistance in some other manner in addition to recognizing their contribution if they prove to be particularly helpful in enabling change.
Role of Leadership in Effective Change Management
Organizations often adopt new initiatives and adjust their strategies in an effort to enhance performance. But it’s the individuals who work for those companies who must adapt to new strategies, projects, and initiatives; it’s not the organizations that change. Change management examines the ways in which we provide workers with the tools they need to adapt to change within their organizations. The ideal function of leadership in change management is to get training on change and change leadership abilities from the change management team. In such cases, it is the leaders’ responsibility to train the subordinates (Gopee and Galloway, 2017). Leaders in laser and aesthetic medical facilities motivate workers to perform to the best of their abilities for the benefit of clients, their coworkers, and the business as a whole.
The organizational culture is significantly influenced by leaders. They decide on the schedule, assign tasks, manage, lead, and delegate. Strong leaders provide a sense of vision, purpose, mentorship, and inspiration to those they lead. The diverse workforce of today is changing what it means to be successful on both a personal and professional level. To fulfill your leadership responsibilities in change management, you must encourage others to share your vision for the company (Gopee and Galloway, 2017). Constant communication is required, whether it concerns little day-to-day problems or major transformation initiatives. Your message must be distinctive and consistent.
With the aid of the change management team, it is the responsibility of leaders in change management to utilize this message and training to teach, mentor, and guide their team through the transformation. Effective leadership communication throughout this coaching process assists in overcoming resistance and enhances the outcomes of the change project.
Reference List
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