Laboratories constantly evaluate new technologies—from automation platforms and artificial intelligence tools to advanced informatics systems—that promise improved efficiency, accuracy, and scalability. Yet technology alone does not transform a laboratory. Successful adoption depends on how leaders guide their teams through the operational and cultural shifts that accompany these upgrades. Many times, the challenge lies not in selecting the right technology but in implementing it in a way that maintains engagement, trust, and operational continuity.
Curtiss McNair, a laboratory leader who guided a clinical testing lab through a major transition from manual processes to full-scale automation, emphasizes that technology adoption requires a broader shift in perspective. “Changing from a fully manual operation to a just about fully automated operation demanded that we reshape the paradigm of not only what we did, but how we saw ourselves in relation to what we did,” McNair explains. “This helped us create a different value picture.”
McNair’s experience highlights how introducing new technology in the lab affects more than the equipment itself. It often forces teams to reconsider how their work fits into the overall workflow and how their roles evolve as processes change.
Preparing teams before the technology arrives
Before a laboratory introduces a major technological upgrade, leaders often focus on technical requirements, like equipment specifications, validation protocols, and system integration. McNair suggests that equal attention should go toward preparing the team for the unknown.
“Leaders should not ignore the obvious, which is always the unknown,” he says. “Embrace the unknown with the team and help them see themselves in the new picture, performing the new task.”
Providing that vision early helps staff understand how the new technology fits into the lab’s broader mission. Without it, employees may interpret the transition as a threat to established roles or expertise. McNair notes that leaders must help their teams visualize the future state of the laboratory. When employees see how their roles evolve rather than disappear, resistance often declines.
“Once you give them that vision and perspective, your team will see that you are not simply taking away their old and familiar comfort zone,” he says. “You are creating a new system that serves them and the patients better.”
From change management to exchange management
Traditional change management frameworks often focus on the mechanics of transition: planning, communication, and implementation. McNair believes leaders should complement those frameworks with what he calls exchange management.
“We already know that change management is a structured approach—the ‘how’ we transition individuals or teams from one thing to another,” he explains. “My reference to change management refers to substituting the old way or thing with the new. Meaning, you can’t just take something away without exchanging it for something else that has equal or greater value.”
He often illustrates the concept with a simple analogy. “Think of it like when you're in a restaurant ordering your meal,” McNair says. “If the meal comes with Brussels sprouts and you don’t like Brussels sprouts, you can exchange that for something else of equal or greater value.”
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In laboratory environments, that “exchange” might take several forms: reduced manual workload, improved turnaround times, new technical skills, or opportunities for staff to work on higher-value activities. “The key is this,” McNair adds. “In change management, you can’t just take something away. You have to replace it with something of greater value in the eyes of the beholder—the individuals undergoing the change.”
If automation removes familiar tasks but does not clearly replace them with new opportunities, employees may struggle to see the benefits.
Building ownership through team-led implementation
Another critical step in technology adoption involves giving staff a meaningful role in the implementation process. Rather than managing every detail from the top down, McNair recommends empowering employees to guide parts of the transition themselves.
“Create a project team that is comprised of 100 percent team members,” he advises, noting that senior leadership should provide oversight but avoid controlling day-to-day decisions. This structure shifts the dynamic of the change process. Instead of feeling subject to a new system imposed from above, employees participate in shaping how the technology integrates into their workflows.
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Additionally, bench-level employees often understand workflow details, bottlenecks, and operational risks better than anyone else. Including them early in implementation planning improves both adoption and system performance.
Navigating the inevitable implementation challenges
Even with strong preparation, technology rollouts rarely proceed without setbacks. Integration issues, workflow disruptions, and training challenges can slow progress and test team morale. McNair describes these periods as the “valleys of despair” that often occur during major change initiatives.
“Change is difficult and often messy,” he says. “Maintaining momentum during these valleys requires a shift from visionary selling to tactical empathy and transparent management.”
In the early phases of a technology transition, leaders often motivate teams with a compelling vision of future benefits. But when obstacles appear, staff members need a different form of leadership, one grounded in empathy, communication, and visible progress.
McNair recommends several strategies for maintaining engagement during these periods:
- Create a visible implementation roadmap so staff can track progress
- Celebrate milestones to reinforce forward momentum
- Communicate frequently and transparently about challenges and solutions
- Establish feedback forums where employees can share concerns and insights
Patience as a leadership skill
Reflecting on the automation transformation he led, McNair says patience remains one of the most important lessons he would carry forward.
“I would have more patience and allow the change in the team and the process to occur more organically by creating a longer timeline,” he explains when asked what lessons he learned from his technology change management experience. “This gives more room and time for widespread acceptance and reduces casualties.”
Accelerated timelines often appeal to leadership teams eager to realize efficiency gains quickly. However, pushing change too quickly can increase resistance and create unnecessary disruption. McNair emphasizes that the experience of change differs depending on how it occurs.
“There are two main ways to change,” he says. “That’s ‘change’—when you are in control of the change by way of acceptance, or you are changed forcibly. The latter is painful and always creates casualties.” Allowing time for adaptation helps teams process new workflows, build confidence with new tools, and develop ownership over the transformed system.
Technology transformation as a leadership challenge
Laboratory automation, artificial intelligence, and digital infrastructure continue to reshape how labs operate. While these technologies promise measurable gains in efficiency and quality, their success depends heavily on leadership.
McNair’s experiences demonstrate that technology adoption should not focus solely on equipment installation or software configuration. Instead, leaders must guide a broader organizational transition that redefines workflows, reshapes team roles, and strengthens the laboratory’s value to the patients or stakeholders it serves.
When leaders prepare their teams for uncertainty, emphasize the value exchange created by new systems, involve staff in implementation, and maintain transparency throughout the process, technological change becomes less disruptive and more empowering.
