I took a lot of notes on Sunday and hoped to have a full post here… but I was fortunate to have the chance to finally meet Jon Miller of the Kaizen Institute and the Gemba Panta Rei blog in person for the first time. We were able to get together thanks to Mike Wroblewski of the Got Boondoggle? blog, as Mike now works for Kaizen Institute. Mike is presenting Monday on the “3P” lean healthcare design methodologies. So, with all of us going out to dinner, time got away from me…
I’ve gotten a few emails recently from Lean healthcare professionals who, after a year or two in healthcare, are frustrated with the slow pace of change, the lack of collaboration between departments, and a lack of leadership support for real change.
I talked to two recent college graduates at the SHS conference who are frustrated because they started their careers being very motivated and passionate about healthcare improvement, but they find they are working with people who don’t share that passion – or at least not anymore. “We want to change the world” seems to be the common theme… but changing the world (or even one industry) is hard work.
What advice would you have for eager well-intended recent graduates? Should they learn to temper their expectations? Should they push harder? Do they risk burnout if they push harder than the organization can absorb?
My one piece of advice, in terms of thinking about their co-workers, is to ask why they seem worn down or uninterested in change. How does the system wear them down over time? How can we undo that or at least prevent this same thing happening in the next generation of those who are, hopefully, our future healthcare leaders? Your thoughts?
About LeanBlog.org: Mark Graban is a consultant, author, and speaker in the “lean healthcare” methodology. Mark is author of the Shingo Award-winning books Lean Hospitals and Healthcare Kaizen, as well as the new Executive Guide to Healthcare Kaizen. Mark is also the Chief Improvement Officer for the technology company KaiNexus.