John Immel Published on: 21/10/2026Healthcare leaders and vendors walked into the conference looking for "innovation." After Richard Staynings keynote, they walked out with the strongest case yet for donning straw hats and bonnets and making furniture. Oh, the irony.
John Immel Published on: 05/08/2026Your team started talking about "the change" almost two years ago. Two years to argue, to doubt, to change your mind, to change it back. Then, like a starter at a race, you gave the organization an email blast. "…and GO!"
by: John ImmelPublished on: 21/10/2026Healthcare leaders and vendors walked into the conference looking for "innovation." After Richard Staynings keynote, they walked out with the strongest case yet for donning straw hats and bonnets and making furniture. Oh, the irony.
by: John ImmelPublished on: 24/09/2026Leadership calls this resistance. Change management consultants call it a communication problem. Vendors call it a training problem. But what if its a neuroscience problem.
by: John ImmelPublished on: 09/08/2026Every training vendor has a cohort size. As a rule, the size is, “We have the Zoom enterprise plan. We are the Kings of MOOC’s.” At least one vendor knows this is a learning disaster. They pick their cohort size based on science.
by: John ImmelPublished on: 05/08/2026The pattern is old. The most catastrophic change initiative in recorded history — the Children of Israel, forty years in the wilderness, a generation dying before the Promised Land — was a grief failure at scale.
