objectives - nd ems a
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ObjectivesObjectivesTalk about ways to help the new generation understand,appreciate and learn from the wisdom and experience of theâOld Guardâ- instead of dismissing them.Discuss the critical importance of achieving âbuy-in.â Contrastthe âgood old daysâ of EMS with todayâs rapidly changinghealthcare landscape and list the benefits of change.Consider the potential effect that a new generation of providerswith clinical skills and knowledge, but who are lackingexperience and leadership will have on the standard of careprovided and the future of the volunteer system.Find ways to help long term âdinosaurâ providers achieve acomfort level with technology and clinical change and becomementors for the next generation.
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A quick look through ForbesMagazine, or The Harvard BusinessReview will reveal that corporateAmerica is desperately seeking toretain older employees because itrecognizes the brain drain that canhappen when experienced peopleleave faster than new ones canreplace them.
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âKnowledge CapitalââKnowledge CapitalâLong-term members/dinosaurs arethe carriers of âknowledge capitalâ-stored knowledge.Understand âhow things workhere.âEmbodiment of the companyculture.When they leave withouttransferring that knowledge, thereis a void created that may never beovercome.
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Knowledge CapitalKnowledge CapitalAn invaluable asset.Needs to be recognized andrespected.Current body of knowledgerepresents a valuable toolbox.New ideas, procedures need tobe presented as new tools to addto the toolbox, as opposed tojust throwing the old toolboxout.
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Managing a Multi-GenerationalWorkforce
Managing a Multi-GenerationalWorkforce
Requires:Respect, commitment, patience, understanding anda sense of humor.
Considerations:Most EMS people take themselves entirely tooseriously.The EMS community is notorious for finding aproblem for every solution.Critical for long term success.
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The Next Generation- Millennials.The Next Generation- Millennials.Many articles and seminarstalk about ways to engage andrecruit millennials.As smart and tech savvy asthey are, they still needmentoring.We need to learn how tobridge that generation gap.
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Millennials: 1981-2000Millennials: 1981-2000
Age 16-35Younger brains:
Engage and remember information presented at lightspeed in a rich multi media format.Not distracted by multi-faceted communication.Seek out multi-sensory communication and likeinteractive sites
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Millennials: âGeneration YâMillennials: âGeneration YâAttributes:
OptimisticIndependentConfidentSocialMoralCivic-minded
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Generation YâThe Internet Generationâ
Generation YâThe Internet Generationâ
Attributes:HopefulDeterminedLike to participate
Do: Assign mentors, provide feedback, allow multi-tasking:Donât: Treat them like children, or forget to explainwhy.Likes: To ask questions, latest technology, publicactivismDislikes: Negativity, boredom, anything slow
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We have the smartest, best educated , mostglobally aware and technologically advancedEMTs entering the field.They are bursting with confidence andenthusiasm, with newly-minted cards attesting totheir knowledge.They have no idea how to apply it.Most know nothing about the âbusinessâ of EMS.Who is going to teach them how to functionoutside of the classroom?Who should be teaching them?
The Millennial EMTThe Millennial EMT
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Age 36-51Attributes:
Self-reliantInformalPragmaticSkepticalGlobal thinkerTechnologically literate
Generation X: 1965 - 1980Generation X: 1965 - 1980
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Generation XâThe Latchkey Generationâ
Generation XâThe Latchkey Generationâ
Attributes:IndependentSkepticalSuspicious of authority
Do: Allow to multitask, give feedback when asked,groom for management.Donât: Micromanage, talk too much, call them lazy orslackers.Likes: Work/life balance, multitasking, autonomy, up-to-date technology.Dislikes: Red tape, âhype,â too much collaboration.
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Age 52-70Attributes:
Optimism, team-orientedPersonal gratificationHealth and wellnessPersonal growthBeing involved
Baby Boomers: 1946 - 1965Baby Boomers: 1946 - 1965
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The Generation X EMTThe Generation X EMTNot necessarily warm and fuzzy- likes toget to the point
Willing to not only concede to andrespect different ideas when properlypresented, but will embrace them.
May be a âlow information voterâ bychance (busy), not by choice or willfulignorance.
Likes to work independently-does notneed much public affirmation. Selfconfident.
Believes that the next generation needsto âpay their duesâ
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The Baby BoomersThe Baby BoomersDifferent brains come withagingAging brains:
Like repetition, interpretfamiliar ideas andinformation as truth.Have a hard timesuppressing distractions.Are open to moreinformation.Have longer attention spans.
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No such thing as bad student, only bad teacher.
Teacher say, student do.
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Baby BoomersâThe âMeâ Generationâ
Baby BoomersâThe âMeâ Generationâ
Attributes:OptimisticCollegial styleSocial reformers
Do: Value their experience, give them credit, perks,bonuses.Donât: Disrespect them or ignore their contribution.Donât tell them, ask them.Like: Responsibility, competitiveness, âcan doâattitude, serious work ethic.Dislike: Laziness, lack of business etiquette.
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BoomersâŚBoomersâŚâŚ require a unique a learningenvironment dedicated tothe unique needs of older,and often skeptical, adults.
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According to The Harvard Business Review, 70% of allorganizational change efforts fail. One reason for this isexecutives simply donât get enough buy-in, from enoughpeople, for their initiatives.
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Examples of EMS Failure toCreate Buy-In
Examples of EMS Failure toCreate Buy-In
Education: âClasses are too long, too muchcontinuing education.âData collection: Almost impossible to collectcurrent and relevant information from financeto patient outcomes.Marketing: Someone else is writing most of theheadlines. And most are not good news.Clinical changes and best practice.
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How can you take advantageof Bobâs wisdom andexperience and get him toâbuy inâ to the rapid changesin modern EMS practice?
When you talk, what does hehear?
The Dinosaur..The Dinosaur..
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Critical Thinking?Critical Thinking?âWhy do we need moreeducation? Pathophysiology?The human body hasnâtchanged⌠has it?ââWhat is there to âthinkâabout?ââOur job is to get the patient todefinitive care, not fiddle fartaround and âdiagnoseâ.ââStreet smarts are moreimportant than book smartsanyway.â
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Oxygen Therapy?Oxygen Therapy?âIâve been giving oxygen toalmost every patient sincemy EMT class 20 yearsago.â
âThey act like itspoisonous gas now.â
âI know I have beenhelping people, not hurtingthem for all these years.â
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Cardiac Arrest: Stay on Scene?Cardiac Arrest: Stay on Scene?âEveryone knows the bestplace for a cardiac arrestpatient is the ER.ââItâs Obamacare. Just letpeople die.ââThey change CPR all the timeto sell books, and rip offclasses. Iâm gonna stick withwhat I know, it will changeback.ââWTH do we tell the family?â
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Spinal Immobilization?Spinal Immobilization?âStill teaching it for NationalRegistry, and they make therules.ââIâve actually been hurtingpeople? Says who?ââThe ER docs have told memany times I did a great job.ââI kept people from beingparalyzed.ââIâm not getting sued becausesome egghead who has neverseen a wreck wrote a paper.â
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Technology: the Internet?Technology: the Internet?âAll this crap is just for billing.Itâs all about money now, notpatient care.ââWhat do all these questions doto help my patient?ââI didnât sign up to spend half mytime typing stuff no one readsanyway.ââI donât care what you read on theinternet. Itâs not in the book, so itdoesnât matter.â
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âEverything I learned, practiced and did for mypatients was wrong?â
â Iâm not buying it. You canât take my âsavesâawayâ
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Change is Now a ConstantChange is Now a ConstantFor centuries, economists , philosophers, anthropologists andsociety as a whole have known that historically, attempts topredict the future by extrapolating from the past (âhistory repeatsitselfâ could be expected to be fairly accurate.Until recently. This recent past was referred to as âThe Age ofContinuityâ.In 1969, Peter Drucker coined the phrase: â The Age ofDiscontinuationâ to describe the way change now forcesdisruptions in the continuity of our life.He identified technology, globalization, cultural pluralism, andknowledge capital as the basis of this change.
We can no longer assume that trends fromthe past, or even today, will continue in the future.
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So, What to Do About Bob?So, What to Do About Bob?Bob needs a good S.W.O.T!!Talk to him about his:
StrengthsWeaknessesOpportunitiesThreats (perceived)
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Making It WorkMaking It Work
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Making It WorkMaking It WorkRequires commitment.Meet frequently, at least monthly.Most meetings should be fun, informal and focuson hands-on team building, and communicationskills.Break up cliques.Assign mentors based on skills, not seniority.Encourage all members to seek out and share newand interesting information on EMS issues.Have educators from outside the agency presentclinical and protocol changes
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Dinosaurs to ChameleonsDinosaurs to ChameleonsBoomers and Generation Y havevery similar values and attributes.To change, they can switch roles:
Millennials tutor technologyBoomers share âsoft skillsâ
Gen X needs to lighten up andovercome negativity.
They are the key to facilitating ateam effort and bridging thegeneration gap.
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Retaining experienced providers, and attracting and keeping younger EMTs isa critical issue for all EMS agencies.
Gen X must be chameleons, not dinosaurs and provide responsible leadershipand positive direction.
Dinosaurs and Millennials are a winning combination⌠they just donât know ityet.
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SummarySummaryRecognize the impact loss of long term providers canhave on your membership.Consider the amount of âKnowledge Capitalâ youragency possesses.Create a plan to develop a culture of respect andunderstanding.Challenge the status quo.Encourage each generation to share their uniqueskills.Communication skills are the forte of theexperienced provider.Technology is second nature to Generation Y.The use of technology cannot be avoided.
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Questions?Questions?Thank You for yourAttention!
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Thank you for all you do!Thank you for all you do!
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Redesigning Volunteer [email protected]
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Resources & ReferencesResources & ReferencesâManaging a multigenerational workforceâ -Schenck.com
âThe Essential Drucker: The Best of Sixty Years of Peter Drucker'sEssential Writings on Managementâby Peter F. Drucker
â Age of Discontinuity - Guidelines for our changing societyâby Peter F Drucker
âWinningâ- Jack Welch , (retired) CEO, General Electric
âThe Good Dinosaurâ - Pixar, Walt Disney 2015
â When Iâm 64 â - The Beatles, Capitol Records 1964
â The Karate Kid â - Columbia Pictures 1984
â Night Shiftâ- Ron Howard, 1982â