August 2010

Sobering findings from Robert Wood Johnson Project illuminate challenges of inter-professional integration

 

This article talks about the challenges of having a collaborative healthcare environment – from truly integrating what gets labeled as “CAM,” to relationships between doctors and nurses. In our research, collaboration was mentioned as a key ingredient of self-caring. If the lens for what is done and how it’s done was first “what is self-caring in this situation?” and knowing collaboration is key, does that create a shift to allow collaboration to occur? Most human beings benefit from collaboration. That’s self-caring to seek it out and find ways to create it.

 

How many times a day can you identify opportunities to collaborate? Do you reach out to hear other views? Do you include others in processes and decisions? How do you feel when people reach out to you to collaborate? Feel good? That’s self-caring. Pass it on.


Could better corporate ethics have prevented BP oil spill?

 

Have you heard of triple bottom line economics? This is new to us, and we find it inspiring. Imagine instead of just measuring money, business success required measuring the well-being of communities and the environment. That’s what business professors are saying is needed. And they use the BP spill as their example of what not to do. Triple bottom line economics reflect self-caring in both processes (4th dimension) and the business model (5th dimension).

 

Surely, if self-caring was a guide, information BP workers reported would have been acted on differently; surely there would have been multiple backups for the valves that failed; and surely, even if all of that still resulted in a spill, the technology to clean it up would be vastly different – because preserving the environment would have been key in all aspects of the business processes. We can’t have healthy human beings without a healthy environment – that’s self-caring.

 

The ethics of gold

 

What caught our attention in this article isn’t about gold, or even the financial industry melt down. What captured our attention was this statement: ” . . . as organizations they implemented policies over the past several decades that knowingly—or they should have known—would eventually lead to great financial and economic hardship.” While one may argue that self-caring is the pursuit of financial gain at all costs, that’s not what our research revealed. As as evidenced by what’s happening in the economy, short term gain doesn’t lead to a longer term positive impact that would reflect self-caring.

 

If people within an organization collectively make decisions and create processes based on the act of self-caring (at a deep level), will the result ever be policies that they know or should know eventually lead to great financial hardship? We think not. Perhaps this is an example of how making decisions based on the impact 7 generations out would serve all living beings well.

 

Consider what you do within your organization on a daily basis. Is it in alignment with self-caring? From the tenor of the conversations, to perhaps not “allowing” a customer service representative to do the right thing to fix a customer issue, to processes that drain souls; what do you experience? Is being in a challenging environment self-caring? What can you adjust to create self-caring experience for yourself? That might just mean taking a walk or changing your own language choices.

 

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