The Risk of Rigidity in Caregiving Organizations: Too High to Ignore

I was listening to a book recommended to me by the wonderful Judy Cornish, called Getting to Maybe (and, yes, audio books are the only way I can get reading done these days!). Early in the book, there is a discussion about rigidity, and the way it undermines the ability of complex systems to adapt and innovate.

This particular point struck home so perfectly, I felt compelled to share it with you.

Briefly paraphrased from Getting to Maybe, rigidity (or resistance to change) is one of the greatest barriers to progress faced by any organization, institution, or system. Although rigidity often begins as the stabilized result of years of successful processes and experience, over time, it morphs into inflexible ways of thinking and doing that -at best- hamstring organizations, and -at worst- cause them to fail.

Of course, rigidity in an organization can also become established simply through force of habit, lack of better process options, the assumption that things are as good as they can get, or (perhaps most likely) fear that trying something new could make things worse.

And, listen, I get it. If something seems to be doing alright, why take the risk? Heck, in some organizations and situations, it might even make sense… at least for a while. If you’ve found a great way to make popcorn, and your customers like it…. Why invest in new ways of popping?

But what happens when the product you are selling is more than just a commodity? What about when the product you sell is about the health, welfare, and quality of life of the people and families you sell it to?  Can you really afford to keep doing things the way they’ve always been done… just because it’s always been done that way? Does the familiar way really work as well as it should…. Or are you just used to it?

These are important questions every caregiving organization should be asking about the most essential and basic element of its operations. No, I’m not talking about payroll or marketing or how shifts are scheduled. I’m talking about the way it’s caregivers are trained. Because if the thing being sold (great CARE) is based on a training process that’s around because “it’s always been done that way,”…. Is that really the best thing for an organization’s clients? What about their most important assets (their caregivers)? What about the organization itself?

Sometimes, organizations become rigid because, historically, the way they do things has been the only way to get them done (this is often the case with training in caregiving organizations). But eventually, when passionate, innovative problem solving catches up to the issue (and it has), there will be a choice to make: change for the better and thrive, or stay the same… and fall behind.

To find out whether or not your organization is suffering the effects of rigidity, (or just needs a training overhaul!) check out these entries on measurable effects of caregiver training programs.

The Value of Client Longevity

Lost Time Accidents: What They Are and Why You Should Track Them

When is Cost Too High?

Caregivers: The Most Important People in Your Organization

Calculating the Cost of Turnover

Strike a nerve, or want to talk about your organization? Reach out for a no-cost, no-pressure, caregiver training conversation. Together, we will take a look at your current training process and it’s impact on your clients, your caregivers, your organization…. And you.

Contact the Author at emilia.bourland@aipctherapy.com or 469-998-1245


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