A chain is only as strong as its weakest link

I often times find that life mimics science.  Just as gas follows the path of least resistance during mechanical ventilation, so too do managers when making decisions that impact their department.  Whether their decisions are made with selfish intent, or purely without realization, managers will quite often avoid "the path less traveled" for the comfort and reassurance of what comes easiest.

We've all done it.  It happens every day... sometimes very innocently. And just as the prologue goes in the movie Armageddon ... "It happened once, and it WILL happen again."  It's not that we're vicious or vindictive.  The plain and simple truth is that we're quite simply... human.  Whether it's avoiding a crucial conversation because of the emotions that are at stake or sneaking out of work an hour or two early on the first 80-degree day of the spring, we all make decisions that will ultimately lead to the greatest amount of generated utility.

While I've been known on an occasion or two to follow the path of least resistance, I recently found myself resisting the urge to do so during a recent restructuring of our staffing model in the intensive care unit.   With the intent to elevate the performance of all critical care therapists to model that of our highest performing employee, a change in culture and in responsibilities was needed.  The fear for many was that they lacked the skills to function at a higher level (a nurse practitioner or physician assistant if you will).  Instead, perhaps it was just the fear of change.  Regardless, I had a clear vision in my mind that not just a select few could perform at that level, but rather the entire department.

I was openly questioned by our staff members and supervisors whether or not such a feat was possible. Was I expecting too much from our therapists?  Was it an unrealistic pipedream?   One thing was for certain, that it was my firm belief that we were going to build a care model in the ICU that would be built to address our highest common denominator... not the lowest.  Would it have been easier to simply leave things as they were?  After all... no one was complaining about the competence or knowledge of our therapists.  Leaving things status quo would have left me (and the staff) with fewer headaches and higher employee satisfaction scores.

As I look back on this decision, I certainly bucked the trend of following the path of least resistance.  Just as that old adage holds true in many regards, so to does the one that says your chain is only as strong as your weakest link.  How strong our chain will be is yet to be determined.  How strong is yours?