So you've got someone who, who communicates between the two realms.
And is absolutely vital to the sucess of any project.
In fact, the middle manager can essentially make or break implementation
of any innovation within a complex organization.
These critical people can really key you into problems before they manifest
themselves in ways that could really break your project.
They are the ones to tell you when the organization, the unit that they work
within and, and the staff that they supervise don't have the incentives to
play ball with you. To, to be persuaded that your innovation,
that the, that the need that you have focused on is a need that should and can
be addressed. So make sure that the incentives for the
staff, as identified by the middle manager, are there.
And if not how to remedy that situation. These middle managers can also be your
key informants as to the professional barriers that may lie in your path.
That may not be something that you're aware of but they are certainly aware of
because they live with these professional barriers.
also competing priorities. any time an organization focuses on
addressing one need, they are ignoring several others.
It, it's just inevitable. We call this lost opportunity, they don't
have the budget to allocate resources to one or the other direction, which may be
dear to the heart of very important people within the organization.
If they devote resources instead to your project.
So these competing priorities are something that you really have to keep in
mind and be able to negotiate and be able to appreciate and empathize with.
The difficult situation of the middle manager having to balance these competing
needs. Also, the middle manager will be the
person to alert you immediately to inertia within the organization.
Whether they realize it themselves, or whether it comes out in their interview,
they will be conveying the relative readiness of an organization to make
change happen. So, these are key things to take into
account. And will be factors that you want to
include in your analysis. As you begin to hone into that need that
is not only top priority for your stakeholders, but actually addressable
within the, the, the actual context of healthcare in the environment that you
are focused on. Now, weighing the input of this vast
array of stakeholders is something that we also want to, to help you, guide you
to do effectively. As you can see in this table, there's a
four sector table. And you note that on one axis, there's
high or low power individuals. And then, the other axis, there's low or
high impact on individuals. What we mean by this is, you have to
analyze your key informants in terms of their power and influence to reach
decisions for the organization. And also the extent to which they will
themselves be impacted by a change in the problem care area.
You may find, and this is certainly the case for patients, that, that you have a
a stakeholder who doesn't have much power.
To reach decisions for the organization, but will be extremely impacted by any
change that transpires. So what you should do at, at the point
after you've interviewed them, and in deciding whom to interview.
Is use this kind of four sector table to get a real sense of where the stakeholder
groups lie within this weighting mechanism.
And that way, at the end, you'll be able to prioritize the stakeholders.