Negative Branch Reservation Template

Transcription

1 Negative Branch Reservation Template

2 Instructions for Using NBR We all know that when we create new processes, procedures, policies, products (almost anything), we expect positive results or we wouldn t have created the new item in the first place. However, we realize that unintended consequences may also occur as a result. While some consequences (both positive and negative) cannot be anticipated, with a little proactive thinking and brainstorming of different scenarios, many of them can be and if they can be anticipated, they can be avoided, eliminated or at least mitigated. Negative Branch Reservation (NBR) is an extremely effective scientific method of creating what if scenarios in an effort to avoid creating unintended consequences due to implementing new actions and policies. Here s how it works: 1. Create an Action Tree. This is the diagram illustrated above, which is created by drawing one box at the top and then drawing a vertical line representing the trunk of the tree below it. 2. In the top box, write the new action being considered. 3. Along with your teams, begin brainstorming all of the possible negative consequences that could occur as a result of implementing the action in the top box; these represent your reservations about implementing the new task. NOTE: There is no need to put the positive consequences into the diagram, because you don t want to eliminate those (although you may want to create a separate list of them for later incorporation into presentations, marketing materials, and other areas where it would be useful to outline the benefits of implementing that action). 4. One at a time, list the potential negative consequences by drawing a line coming off one side of the tree trunk (representing a branch of the tree) for each one. Write one consequence per branch; these are your Negative Branch Reservations. 5. For each Negative Branch Reservation, brainstorm ways to eliminate, mitigate, or recover from it. Once you ve found a way to do so, cross it out (trim that negative branch from the tree), and write the solution in a box below that branch. 6. Continue identifying your Negative Branch Reservations, solving them (trimming more branches from the tree) and writing the solutions in boxes drawn down the trunk of the tree.

3 7. There is no limit to the number of branches you can create and trim, nor the number of solutions you can provide to trim those branches. 8. This diagram creates a visual representation of all proactive and critical thinking on the topic, as well as the positive and negative consequences and solutions to any issues that can be anticipated. Example 1: What if you have booked your team on a flight should you assume that all will go perfectly? Never! So, you can brainstorm what could possibly go wrong using Negative Branch Reservation: 1. NBR: What if they are traveling to a snowy or hurricane-threatened climate? What if they can t get home if they stay on their original flights? Can t reach the team; can t get them out quickly enough. Flights booked Find alternate flights ahead of time; track weather What if bad weather? SOLUTION: Find alternate flights ahead of time and keep close track of the weather. Have the airline website up on your computer, so you can change quickly. Have all phone numbers handy to contact team, if necessary. Research hotels and transportation options ahead of time 2. NBR: What if you can t reach the team, or can t get them out quickly enough? SOLUTION(S): Research hotels and transportation options ahead of time, so you can quickly book rooms, cars, etc. on a moment s notice. This is especially important if your team is traveling internationally and doesn t speak the language/doesn t know the area.

4 Example 2: What if you wanted to create a new policy that will help everyone do their jobs better. You anticipate many positive results, but here are a few Negative Branch Reservations: 1. NBR: What if people don t read it? You know how everyone is so busy nowadays that they skim over (or skip altogether) many documents they receive. SOLUTION: Provide details as backup, but create one sheet on top (in LARGE PRINT) that highlights critical points and is entitled: EVEN IF YOU READ NOTHING ELSE, PLEASE People don t understand it READ THIS! This trims the negative branch from the tree. New policy Highlight critical parts People don t read it Use stories, examples, case studies to show workplace application 2. NBR: What if they don t understand it (or how to use/apply it)? SOLUTION: Give an example, tell a story, offer a case study use a method other than words alone to explain the purpose and usage of the new policy.

5 Example 3: What if you wanted to create a new policy that will help give patients test results sooner. You anticipate many positive results, but here are a few Negative Branch Reservations: 1. NBR: What if the results of the tests are bad? Can we delay giving results? Yes but only for a certain amount of time, according to HIPAA. SOLUTION: Delay giving results that fall into a certain category for days, to give the doctor time to call the patient. Can t reach doctor/they request report right away Pt Reports on CD, etc. Delay giving results for days What if bad results? Have someone sit with them until they are OK to drive/leave 2. NBR: What if we can t reach the doctor in days (or they request the report right away)? SOLUTION(S): Have them read it while someone sits with them to comfort them, answer questions (if possible), at least ensure they are OK before getting in a car and driving away. ALSO, even if doctor has been reached NEVER ASSUME that the doctor has called them! Maybe we can always ask if they ve been contacted by the doctor before handing them the report and letting them leave. Then if something happened and the doctor never reached them, we are still being careful when giving them the report.