From “That’s the Way We’ve Always Done It” to “This is the Way We Do It Now”

“Because this is the way we’ve always done it.” Many of us have heard some variation of this phrase, echoing in workplaces, especially in industries like healthcare. It’s the professional equivalent of a parent saying, “because I said so.” In the healthcare space, such justifications are common, even though they don’t often hold up to scrutiny. There are countless processes and practices that continue without clear reasoning or justification—other than the pull of tradition.

Humans are creatures of habit; we find comfort in consistency. It’s easy to get used to the status quo and harder to question the routine, even if we don’t know why things are done a certain way. But consistency for its own sake isn’t always beneficial. When asked “why” we follow certain procedures, the response is often rooted in legacy rather than logic.

In healthcare, the one constant is change. In a field that innovates rapidly to improve patient outcomes, holding onto outdated practices can hinder progress. Resistance to change is a challenge that leaders face, and it can manifest in many ways. When a workplace is resistant to change, it can stifle innovation and demoralize teams, especially in environments where new ideas are discouraged and all changes are viewed with suspicion, whether it’s restructuring a department or switching the color of scrubs.

Employee responses to change often begin with resistance. People fear the unknown, worry about the impact on their roles, or believe “if it ain’t broke, don’t fix it.” This attitude can prevent teams from recognizing the potential benefits of improvements. Leaders need to recognize that change evokes emotions and these emotions shape reactions. The fear of losing control, feeling a threat to job security, or simply being too comfortable in the current routine are all valid reasons for resistance.

For leaders, challenging the status quo should be a constant mission. The key to helping teams embrace change is communication and empathy. Listening to team members, understanding their concerns, and asking for their input fosters trust. People are more likely to buy into change when they feel heard and involved in the process. However, leaders should avoid asking for opinions they don’t plan to consider, as this can create further disengagement. Whenever possible, offering options gives employees a sense of control, shifting the focus from complaint to decision-making.

Ultimately, to sustain and grow, we must continually question and evolve our methods. If “this is the way it’s always been done” is your only reason for following a process, then you’re inviting disruption. Somewhere, someone is finding a better way. Let’s challenge ourselves to adapt, to examine our practices, and to improve alongside a changing world. Cultures evolve, and so must we.

By Lori Griffith