I know your field of work inside out

Healthcare, science and biotech place high demands on people. High pressure, complex interests, and collaboration where not everything is said. The specifics may vary, but the pattern is often the same: people hold back, and that costs energy, trust and results.

With over twenty years’ experience in these sectors, you don’t need to explain to me how things work in your organisation. This means we can get to the heart of the matter more quickly.

‘Bears on the road’ as a metaphor for the saboteurs
A little stone man as a metaphor for building on and with one another; photo taken by Marianne van Oosterhout, 2016

Healthcare

When I refer to the healthcare sector, I am talking about hospitals, university medical centres, care homes for the elderly and people with disabilities, and home care.

 

Psychological insecurity also occurs in healthcare institutions. For example, a trainee medical specialist who is belittled by a manager or colleagues. Who is not allowed to be critical. And if they are, they are reprimanded for it. Or when someone asks a question and is told: “You know that, don’t you!?” Nurses who are snapped at when they point out to a doctor that a medicine should have been prescribed according to the protocols, but wasn’t. This puts the patient’s safety at risk.

LCP exercises in a group

Science

In the academic world, power dynamics are often very different, with the head of department also serving as a professor. Dissent, or a different opinion or perspective, from someone at a lower level in the hierarchy is not always appreciated. For example, a supervisor might say to a PhD student: “You’re doing this simply because I say so.”

 

During a workshop for researchers (which I helped organise), they found it very strange to be given the task of deliberately organising dissent. There was quite a lot of resistance. If you don’t feel safe within an organisation, that can be very nerve-wracking. That’s why they arranged for a buddy to be on hand to support them.

Marianne in the centre of the Leadership Circle Profile mat

Biotech

The various bioscience parks are home to a concentration of biotech and pharmaceutical companies. Within these companies, there is intense pressure to deliver good results. It proves difficult for staff and managers to discuss a lack of results or failed experiments with one another in order to learn from them, or to acknowledge that the development of technology can yield disappointing results. Leaders feel the pressure from investors and shareholders, who are keen to see positive – and preferably rapid – results. In this sector, the development process takes years before a product actually reaches patients and is launched on the market.

 

The director, who is surprised that staff do not dare to pop into his office, says that ‘his door is always open’. However, it turns out that he himself never visits the shop floor or the labs to have a chat with people about how they are getting on, what their needs are in their work, and to really listen to them.

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