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The Managed Care Insider eNews
Volume Three Number 10
October 2001
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This issue of The Managed Care Insider eNews is about feeling safe in the workplace.
Now that words such as terrorism, anthrax and chemical warfare have become a
part of our everyday vocabulary, how do we cope and continue to be productive
at work? Read on and, as always, please email your comments to insider@scheur.com.
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Getting Back to Business
by Robert S. Eichler and Judith A. Jaffe
Following the initial shock, denial, grief, and anger after the events beginning
September 11, 2001 and continuing over the past several weeks, we may feel that
we are in an unfamiliar world with a constant barrage of anxiety and fear.
These feelings stem from a general concern regarding the instability of world
order and an erosion of our confidence that we have some level of control over
our individual futures. Worries that we cannot trust our neighbors compound fear
with a sense of isolation. The feelings of anxiety regarding the world in general
may be amplified further by specific worries about our employment or the viability
of our business.
To respond effectively to current events we must carefully discern those elements
and events over which we have no control from those we do. At that point we may
be proactive in our approach to building a new future, full of hope, based on
the faith that, with a few exceptions, the people of this world are fundamentally
good, and that acts of good will overcome those of evil.
No workplace can be productive where people feel physically or emotionally threatened.
Only by addressing these anxieties in ourselves and with our co-workers may we
achieve the full productivity and effectiveness required of us. More importantly,
overcoming our fear affirms our faith in the world community in a manner that
proves no amount of terrorist acts will hold sway.
Safety in the Workplace
Whether before or after September 11, the issue of how well you know and trust
your co-workers is a fundamental concept of feeling safe at work. In addition
to any organized acts of deliberate terrorism, there are numerous examples of
cases of workers "going postal."
The task of creating safe workplaces extends beyond the repercussions of current
world events, and is our opportunity to address with increased vigor issues of
harassment by insisting on equal treatment of employees irrespective of race,
religion, sex, and sexual persuasion. While we cannot protect one hundred percent
against unforeseen accidents or events outside of our control, it is possible
to create, through formal policy and careful adherence to procedures, a safer
workplace community.
Our generation has not had to live in the context of material or emotional hardships
of wartime. Perhaps we can learn something of how to comport ourselves from the
WWII generation. My father, a pilot in the Army Air Force during WWII, recalled
an incident when he was in Columbia awaiting a slated flight back to his base
in Panama. He was approached by a civilian gentleman who, upon learning of my
father's destination, desired to hitch a ride. This was not an uncommon event.
During wartime, there were many displaced people attempting to move from one
place to another, often through the generosity of strangers. While my father
was eager to help a truly needy person, he did not feel he had enough experience
to assess the stranger's identity or intentions. Fortunately, he had clear AAF
policies and protocol that he could employ.
My father offered the stranger a ride in his military aircraft, but explained
that he was not able to verify the gentleman's story. He could transport him
as his "prisoner" and would turn him over to the MPs once they reached
Panama. He knew the MPs would be able to verify the validity of the gentleman's
identity documents and establish the true intent of his need to travel. If his
story held up, the MPs would release him and he would have made his trip. The
stranger considered this arrangement and declined the offer. My dad, ever careful,
played by the book.
My dad was willing to help a kindred spirit -- if that is what he truly was.
But Dad was willing to do so on his terms, in a manner where he remained in control
of the situation for his own safety -- and to ensure the safety of others. Be
kind. Be careful. But establish and follow policies.
In the workplace, particularly in large office settings within multi-company
buildings, observing the following security procedures will help to ensure the
safety of all employees.
· Wear ID badges clearly displayed.
· Don't hold secure doors open for strangers to enter. Don't be impolite, but
play it by the rulebook. Any equally astute person will recognize and appreciate
your concern.
· Recognize suspicious behaviors (actions, apparent intentions) and don't let
them go unchallenged. Anyone suddenly forceful or belligerent may be crossing
over the threshold into "suspicious" behavior and warrants your inquiry.
People of good will (and that's almost all of us) will recognize your concern
and offer an explanation.
· Report truly suspicious activities to the proper authorities.
These safety measures will, no doubt, become a modus operandi for the future.
However, it is important to remember our United States premise that all people
are innocent until proven guilty. Do not rush to judgment based on appearances
-- not clothing, not color of skin, not religious jewelry, not grooming. Behavior
may be suspicious without being unlawful or criminal.
Re-Building the Community
We have become a nation of strangers, yet incredibly interdependent. Since the
great migration of the population to our cities during the Industrial Revolution,
we have shifted from the familiarity of small communities held together by personal
acquaintances to one where such acquaintances are impossible to hold.
Of course, we have networks of friendships, but the pillars of our life infrastructure
are supported by strangers. The food we serve at our tables is farmed, packaged,
transported, delivered, and prepared by a string of people we can't begin to
know. Our intimacy has been replaced with transactional relationships, sometimes
supported with contractual ties and government agency oversight to ensure the
safety and propriety of various businesses.
One of the natural responses to finding ourselves in a sea of uncertainty is
to reach for personal lifelines. From this response, we learn two tenets of a
safer workplace:
· Your community is wherever you are, whomever you are with. Get to know your
co-workers.
· Communities are inclusive. Take steps to include people who are otherwise "eating
lunch alone" at their desks. Invite others to join in employer-sponsored
activities.
Deliberately applied, community-building activities strengthen the workplace
and reduce the sense of mistrust.
Re-Thinking Work
Grief counselors attending to employees find that oftentimes they do not discuss
their grief, but instead focus on their relationship to work and career.
This reaction is evidenced in the media interviews with people who survived the
World Trade Center attack. Some said they would never again work in a high-rise
building, others expressed concern about their companies' ability to re-build
its business; and still others questioned the amount of time they spend at work
and away from their families.
In the early 1970s, Studs Turkel told us how people felt about their jobs. In
his book Working, based on a collection of taped interviews with workers in a
wide variety of jobs, Turkel captured the feelings of the time. "Work," he
said, " is about daily meaning as well as daily bread. For recognition as
well as cash; for astonishment rather than torpor; in short, for a sort of life
rather than a Monday through Friday sort of dying... We have a right to ask of
work that it include meaning, recognition, astonishment, and life." Work
was life.
But today, perhaps through circumstances not of their choosing, workers are seeking
a dimension beyond Turkel's observations -- a life after work. In addition to
looking for safety in the workplace and asking for clear and honest communication
about the future outlook for their company and their employment status, employees
are seeking a greater connection between working, livelihood, and life.
Work should permit and promote for each individual his or her required level
of family and community involvement. This becomes a balance of income and time
to enjoy it. In the wake of September 11, as many people re-evaluate this equation,
fewer are now willing to tolerate a work place that robs them of life's dignity
and meaning.
A Living and A Life
While a workday routine may provide a respite from feelings of instability in
the world, for some of us routine tasks are made more difficult if we work for
a company that has experienced a downturn, or has just faced a lay-off. Although
the factors that contribute to these business decisions may not necessarily be
linked to the aftermath of September 11, the fear of the unknown and anxiety
about the future are the same.
Emotional realities can feed off of each other and easily become overwhelming.
If you, unfortunately, are looking for that new job, investing some time in local
community affairs on a volunteer basis can keep you connected with society, provide
a community in which to participate, and provide tangible evidence that you are
skilled, your contributions are valued, and you can make a difference. Winston
Churchill once said, "We make a living by what we get, but we make a life
by what we give."
This is not a time to hunker down and close up, leading to seclusion and depression.
This is a time to wake up, include and support each other.
Additional Reading:
The inciting moments of September 11, 2001 introduced a fundamental shift in
our approach to safety, community, work and life. The titles below are not sound-bites
for quick-fix activities, but more lengthy reading towards a thoughtful reconstruction
of our models for making sense of work, life, and our selves.
Cowan, John. The Common Table: Reflections
and Meditations on Community and Spirituality in the Workplace. New
York: HarperBusiness, 1993.
Rayman, Paula M. Beyond the Bottom Line:
The Search for Dignity at Work. New York:
St. Martin's Press, 2001.
Whyte, David. Crossing the Unknown Sea:
Work as a Pilgrimage of Identity. New
York: Riverhead Books, 2001.
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About the authors: Robert S. Eichler is an expert in managed care operations
and systems, assisting SMG clients in tracking information flow, designing effective
resource allocation, functionally analyzing system applications and evaluating
system strategies. His talents in system analysis, conversion and operations
re-engineering are combined with an ability to communicate technical concepts
in layman's language. Most recently, Mr. Eichler has served clients in the area
of organizational redevelopment and training.
Judith A. Jaffe is Director of Corporate Intelligence & Information at VHPG
and SMG, where she focuses on managed care research, competitive intelligence,
industry trends, marketing strategy, e-commerce and health plan Web site information
architecture design. Ms. Jaffe is editor of The Managed Care Insider print and
e- newsletters.
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Sites and Sounds on the 'Net
SMG has no ownership of, nor does it endorse the following sites. This information
is presented as a resource for subscribers. In keeping with this issue's focus
on safety in the workplace, we present the following sites:
The American Red Cross offers resources on preparing for disasters, including
a Business and Industry Guide at http://www.redcross.org/services/disaster/beprepared
PrepareRespondRecover.com.net.org posts recovery resources for individuals and
small-to-midsize businesses at http://www.preparerespondrecover.com/resources/09112001.html
Concerned about business security? Try http://www.advisor.com/www/BusinessSecurityAdvisor
The United States Postal Service provides information on mail safety and security
at: http://www.usps.com/news/2001/press/serviceupdates.htm
CNN has a fact sheet update on Anthrax at
http://edition.cnn.com/2001/US/10/21/anx.anthrax.facts
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Speaking Engagements:
April 25, 2002
Indianapolis Association for Healthcare Quality
Location TBA
Topic: "Resuscitating Managed Care"
Speaker: Nancy K. Belle
If you are interested in contracting either Barry Scheur or any SMG/VHPG associate
for your organization, please contact Nancy Belle at nbelle@scheur.com
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End of The Managed Care Insider eNews,
Volume Three, Number 10.
Scheur Management Group (SMG) is one of the most experienced specialized healthcare
operations management and business revitalization consulting firms in the country.
Our expertise is in time-sensitive analyses, strategic business and market planning,
operational re-engineering, and communications, as well as implementation of
start-ups, expansions, and new products. The firm's clients cover the spectrum
of insurers, managed care organizations, physician groups, integrated delivery
systems, hospitals, employers, governmental entities, vendors, and other providers.
Contributors to this edition are Robert S. Eichler and Judith A. Jaffe. Editing
and Research by Judith Jaffe. Production Coordination by Nancy K. Belle.
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