"The milk bank at WakeMed is facing a critical shortage of donor milk.  If each institution could watch out for potential donors, and direct them to our website, it would be much appreciated.  Also, please evaluate your own use of milk, and for the time being, try to restrict its use to the preterm population.  That would be greatly appreciated."

Change is situational. A structure is changed, new policies are introduced, a workforce enlarged or reduced, a strategy shifted or discarded. Imbedded in the American culture and its frontier heritage is the notion that you can always start over and leave the past behind. In contrast with older nations that evolved slowly over thousands of years, the U.S. is often viewed as the product of a series of intentional changes. On that historical note, it is not surprising that many leaders fail to understand the important process of managing human transition. Picasso said, "Every act of creation is first an act of destruction." 

Transition is a three-phase process of psychological reorientation that people must travel through as they come to terms with change. Transition always begins with an ending, people leave the known limits of the old reality and move into the neutral zone-a state of dormancy-where old behaviors and attitudes fade and people internally prepare themselves before venturing into an unknown realm where the rules and limits are not fully known. Only after completing the first two phases can people embrace the third: beginning again with a new purpose, outlook and identity 

(Kimball, 2005)

Confronted with the need for change, many people first respond by attempting more of the same (more money, more people, more inspection, more equipment, more rules, and so on). If improvement results, it is usually costly and might not last long.  Another ineffective response to the need for change is to try to define the perfect change. People often become so busy developing the perfect change that nothing gets done. Changes developed should be detailed enough to test. For example, if "better communication" is suggested as a change, some detail around who, what, when, where, and how would be needed. 

We have found three approaches to be effective to develop a change that results in improvement:

1. An understanding of processes and systems of work

2. Creative thinking

3. Adapting known good ideas  

Langley, Gerald J.; Moen, Ronald D.; Nolan, Kevin M.; Nolan, Thomas W.; Norman, Clifford L.; Provost, Lloyd P. (2009-06-03). The Improvement Guide: A Practical Approach to Enhancing Organizational Performance (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES) (Kindle Locations 951-952). Wiley Publishing. Kindle Edition.

The next webinar will be Tuesday, December 11th, 2:00 - 3:00 PM.  Please plan to have at least one person from your team on the call so we can hear your 'voice'.  

 Each team be prepared to provide a 2-3 minute update on what your team is currently working on. We will review the latest data and the revised data collection tool. Please come prepared with ideas for the next PDSA cycles around Skin to Skin.   

Over the next 5 months we will focus our attention as a collaborative on specific process measures for improvements. So you and your team can begin to think about these areas the schedule will be as follows:

• Nov/Dec: Skin-to-Skin 
• Jan: Pump Use 
• Feb: Breastfeeding support 
• Mar: Establishing milk supply 

If any team would be willing to present on any of these topics on the monthly webinars please contact me or I will be contacting you.

Click here for webinar information.

Contact

Tammy.Haithcox@pqcnc.org