Rendering Change in the Healthcare Setting

How Does One Become Integrated in the Healthcare Setting as a Bloodless Medicine and Surgery Program Coordinator?

Sharon Vernon, President and Instructor for the Bloodless Medicine and Surgery Institute, discusses the fine line a newly hired bloodless coordinator walks between being a patient advocate and motivating physicians to change their practice standards. Vernon examines the resistance a coordinator faces in implementing a new hospital-wide bloodless medicine and surgery / blood conservation program. Her message is clear; a new coordinator must create a balance between pushing new protocols and procedures and respecting the physician’s individual decision-making process. In addition, she contends that a new coordinator placed in a management position must engender employee support rather than forcing staff to accept him or her.

Bridge the gap, don’t burn bridges

Author, Eric McNulty, in his book “Welcome Aboard (But Don’t Change a Thing)” states that many executives agree that new administrators often mistakenly charge into a company, bulldozing employees with a ‘vision’ without taking the time to rally their support. Bloodless medicine and surgery coordinators often find themselves in the same position of an executive, as their influence is hospital-wide; due to the fact their program touches all facets of patient care. However, this approach may disregard the hospital’s culture and fail to engender physician and staff support. An alternative approach is to identify the hospital’s culture and align his or her leadership qualities to complement that culture. Physicians and administrators will feel more comfortable thereby being less resistance to suggestions and change. Vernon states, “ It is imperative that the coordinator really listens to the concerns of physicians and staff so as to meet the needs of those he or she is working with”.

Having gained support from physicians, nurses and administrators, the coordinator should then focus on creating a desire to change among co-workers. A coordinator’s vision of bloodless medicine may not be the vision of the staff. Why is this? Well, education plays a large part in a person’s willingness to change. Understanding the risks and benefits of bloodless care along with the efficacy of the alternatives stirs most healthcare providers to accept new standards. “If your healthcare team feels they are contributing to the well-being of the patient by developing and adapting blood conservation techniques they become part of the planning and executing of the program’s vision,” states Vernon.

Avoid ‘the face to face’

When facing resistance a new coordinator may be tempted to single out physicians and nurses who have ‘bought in’ to this new specialty. However, Vernon states, “some of the strongest advocates of blood conservation, today were formally our strongest opponents. Unless a healthcare provider sees the benefits for themselves, you will never have an ally. Therefore, create a bond between those who see the ‘vision’ and those who do not.” Through awareness of positive outcomes in bloodless care, resistors will be inclined to consider the benefits. Look for opportunities to open the door to further dialogue about the program. Present an unthreatening environment by appreciating the value of opposing opinions.

Establish authority

Experienced executives and managers agree that even while trying to avoid conflict new administrators must establish themselves as leaders and clearly communicate their “rules of engagement”. Likewise coordinators must establish themselves as “the consultant and expert” in the field of anemia and blood conservation. Using references culled from bloodless literature, conferences and individual physician practice, a coordinator is never alone in establishing his or her authority’. The proof is in the results. Time and positive leadership skills will establish the bloodless medicine and surgery coordinator as an integral part of the healthcare team, thus providing patients ‘the gold standard’ in today’s patient care.

Submitted to BMSI
November 2002