Oh, how I do love weeks like this; the pain of ripping off Band-Aids
is so insignificant in comparison to what you get to see about ourselves in the
end reflection before us. Out of the frying pan and into the fire was an
understatement, but I will survive…and I realize now how much I still have to
learn about relationships with other professionals and how I can learn to
rationally think about multiple perspectives within a limited time frame. I
actually think I was overcomplicating the entire process, when I could just
simply ask myself or someone else what they would do or consider in my shoes.
Our discussions this week focused on how we frame things; are we
framing them in the right light, in a myopic nature, are we framing the material
presented as a risk or opportunity purely for our own gain, or forgetting to
look through the frames of others? As our reading pointed out this week,
"Being unaware of our frames poses an enormous risk" (Hoch,
Kunreuther, & Gunther, 2001, p. 125) . Some of the dangers
encountered include the oversimplification of information, reinforcement of ego
and overconfidence, as well as the limited ability for self-correction (Hoch et
al, 2001, p. 125). Upon reflection of this week, I was definitely guilty of oversimplifying
information and in my discussions with others. Although the results were not
catastrophic, I do feel the weight of the world on my shoulders. I need need
need to learn that times of crisis do not excuse lack of consistent rational
thinking and learning to trust the thought process of others. The chapter for
the week regarding frame blindness couldn’t have come at a better time.
Three pertinent ways in which we can avoid frame blindness
include understanding the frames of others, retraining my focus to incorporate
multiple frames, identify inadequate frames, and the use of the multiple frame
technique.
By learning to refocus our frames towards the frames of various
stakeholders, we are able to identify the potential for conflict and myopia.
Recently to stifle a patient complaint, I asked what I could do to assist one
of our directors. I was then asked us to write-off their balance and "just
make them go away". However, because they were only focused on making the
patient happy, they failed to realize that action would be a compliance
violation butting us as risk not only for an audit, but to lose future revenues
by voiding our contract with the insurance company. How the frame could change
in the future is by asking additional questions prior to just getting down to
the requested action. That way I have enough information and time to formulate
a mutually beneficial and compliance appropriate response that will still
appease all aspects of the business and patient satisfaction needs. The risk to
my initial question only caused additional frustration, but taught me that
reframing my question or presentation of solutions can be critical to others
thought process and expectations of my actions.
Another instance where I can avoid a frame trap would be making
the time to identify inadequate frames. Often due to time and labor
constraints, I do not have the time to reflect upon the decisions that I make;
I only get feedback if the same issue with a patient, physician, or claim
reemerges. Therefore, by teaching myself to think beyond "does your
current frame get the job done" is going to save time in the long run and
expand my knowledge base so that it becomes fluent and not regurgitation (Hoch
et al, 2001, p. 132). I need to pause and ask myself if I have tested my frame
ideas with an outside objective party, or have I considered key stakeholders
during my information gathering and filtering? In doing this reflection, I
would be able to identify if my current frame is relevant and also evaluate and
challenge some of the "...deeper assumptions that underlie..." my
frame (Hoch et al, 2001, p. 133). This technique would have been helpful during
the recent departure of a key executive this week. Although I like learning by
being thrown into the fire, by finding the first solution that worked and
seemed to have stuck while trying to identify areas of missed revenues, I may
have overlooked a $356,000 account. One person that was helping during the
month end process, a very knowledgeable peer, pitched in and hit the ground
running with reports. We were desperate to prepare the reports to see where our
P&L stood. This sounded great in theory because the person assisting is a
genius and I wouldn't have to go over their work; I had my own fires to put out
and new work assignments to be completed. More importantly on my list was to be
able to learn from their valuable presence while here helping our team.
However, once I changed my frame after the hustle was low enough for me to
think, I went back to review the accounts, just as I would every other month.
What I found was they overlooked and made false assumptions about the account.
The next challenge was finding a way to question about their methodology and
logic to pass over the revenue impact I could clearly see was available to us.
If I had stuck with only the frame of do whatever to get the job done, I would
have ignored the frame that is most important to me, which is to get it right
and never overlook the chance to learn something new from someone. In this
case, I should remember that what I always do which has worked over time may
just get me by...but not make the impact and consistent splash I would like to
be known for and relied upon with my peers. Shifting frames in the slightest
manner helped us save negative month end impacts.
Lastly, by using multiple frames, it welcomes the views and
participation of others. Our business, and the success of leaders, is highly
dependent on the relationships we build with one another. By getting the views
of others, it not only builds rapport, but also sheds light on areas that we
only dream to know about and understand. By using multiple frames, it can
encourage and empower others to share their expertise, prior experience, as
well as challenge my limited thought on the subject matter. For example, during
this week, because of our executive upheaval, I naturally felt that my area of
the month end process would be most dramatically impacted, as we worked in
tandem to accomplish the entire process. However, in thinking this, I also
neglected to acknowledge the decisions and guidance that needed to be given to
peripheral departments in need of support. When I started having a myriad of
front-line people asking questions I had no idea about, it then would have
dawned on me how selfish I was to think I would be the only one sinking or
swimming without our leader. Using multiple frames sheds light on additional
processes, people, and areas that are greatly interdependent on one another and
how asking for expert advice is not a sign of weakness. I felt like it was
expected I had all the answers; I know enough to get by, but I don't know
everything! Now that I realize how much I do not know, I am excited about the
opportunity I am going to have to learn from others about their areas and roles
within our organization. This will help me, and my relationships flourish...but
more importantly, continue to build my larger network of formal and informal
support staff experts.
Another great week in the books can't wait to see what is around
the next corner!
Until we blog again!
Reference
Hoch, S. J., Kunreuther, H. C., & Gunther, R. E.
(2001). Wharton On Making Decisions. New York: John Wiley & Sons,
Inc.
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