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    Due diligence can mean difference between good plan, bad plan

    Weigh possible solutions, stumbling blocks; have contingency plan for the unexpected

     

    ‘Make it happen’

    As managers, we have all had a physician come to us with an idea and these fatal words: “Make it happen.”

    It is very hard to tell a physician that while his or her plan appears to have merit on the surface, it might not benefit the entire group, or may have consequences not initially foreseen down the road. It is a poor career choice not to at least investigate the plan and try and make it work!

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    Listening to the chief’s plans for the visual fields, it was hard not to jump ahead in my brain and mentally list the reasons it wouldn’t work. There were many. But, career in mind, I smiled and listened, and then waited for him to leave the office so I could finish the schedule I was working on.

    At 2:45 a.m., I sat bolt upright in bed and took out a pad of paper, drawing a line down the middle for the “goods” and “bads” of the idea to increase visual fields on a shoestring budget. Writing reasons for both at a fevered pace, I vindictively hoped his night of sleep was equally as poor as mine.

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    Soon I had six reasons why we did not want to do this, and why we could not achieve the goal.

    Knowing that I did not want to present a skewed view, I forced myself to concentrate on how could we make this happen. Lastly, I made another column and followed Herm’s words. What was the escape plan if it all went South?

    Making a case

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