Brainstorming Worksheets

In the text Building The Successful Veterinary Practice: Innovation & Creativity we introduced creativity games, as well as mind-mapping. These are not quite as fun, but they do get people listening to each other. The concept is to use them in the problem-solving portion of staff meetings, during the early phases of training for multi-tasking practice environments. When used one at a time, with the following type instructions, they will help change staff perceptions of the inviolate core values and consistent standards of care, as well as the new nomenclature expected for team harmony, competency, and productivity expectations.

For a well-formed veterinary healthcare delivery team, all four could be used sequentially in the same ninety-minute training time, for the same reasons as above:

Where can you find great people?

1.  Form into small groups, but never more than five to six people.

2.  Use table worksheet #1

3.  Take eight minutes and discuss the issues.

4.  One great idea per group at end.

The present, like the past and future, reflects your practice philosophy, a vision, and maybe even core values.

1.  True core values are inviolate!

2.  Mission focus is putting words into action!

3.  Use table worksheet #2. Use seven minutes.

4.  One key mission focus application per group.

"Strategic planning" is a misnomer. No one reads the plan outside the practice insiders.

1.  "Strategic assessment" is watching your environment and community.

2.  "Strategic response" is applying practice values to "community needs" before anyone else.

3.  Internally: S = strength and W = weakness.

4.  Externally: O = opportunity and T = threat.

5.  Use table worksheet #3. Take eight minutes.

Number of rabies reminders sent?

1.  Number of rabies cases seen?

2.  Ninety percent have dogs with behavior problems.

3.  Number of behavior mailings?

4.  With what do you float fecals?

5.  Zn Sulfate for Giardia, or Giardia Snap Test?

6.  Why use six types of HW medication?

7.  Use table worksheet #4. Take nine minutes.

Why didn't anyone ask about the letters on the bottom of every page?

Worksheet #1. A² = G²
Worksheet #2. C = D x P x M @ < costs
Worksheet #3. S - W - O - T
Worksheet #4. GUNG HO!
Worksheet #5. The PoWEr of We!

Lessons learned:

1.  Each topic required more time, right?

2.  Each perspective from each table member caused more discussion, right?

3.  Each of the four worksheets got you looking deeper inside your own values, right?

4.  So why do we curtail staff meeting discussions in your practice?

5.  We will start to use a "task force" group of three people for ninety days, have them develop ideas, and bring the ideas back to the next staff meeting as an implementation plan.

Future Think: Today is the First Day of the Rest of Your Life!

Each of us has a choice in life, and we may approach it as
A creator or a critic
A builder or a watcher,
A lover or a hater
A giver or a taker!

The Choice is Yours. Now!

Brainstorming Worksheet #1

What is the difference between hiring staff and recruiting staff?

If you're looking for fish, any stream, lake, or ocean may do. It is the bait and type of fish that changes. Share your best "new staff member fishin' hole".

What recruiting techniques have really worked for you?

What have been the training "lessons learned" that others should know?

A² = G²

Brainstorming Worksheet #2

What is the application difference between core values, a vision statement, a practice philosophy, and a mission statement? Does a practice need just one or more than one, and why?

Who should be involved in developing each of the following?

Core values?

Vision statement?

Practice philosophy?

Mission statement?

How can core values be shared? How do they affect mission focus? How can the above tools be used to solicit commitment, dedication, and loyalty? How do you get the healthcare delivery team excited?

C = D x P x M @ < costs

Brainstorming Worksheet #3

What are some good examples of strategic assessments of emerging community opportunities for veterinary practices?

What can veterinary practices do to cultivate new ideas and community insights to meet practice needs?

What are examples of strategic responses that should be considered when establishing a new or expanded community market niche?

S - W - O - T

Brainstorming Worksheet #4

Skip-year vaccines are coming. What are the strategic responses needed now to ensure a practice stays contemporary and "in-touch" with clients?

What are some good examples of new programs or services that patients need from veterinary practices?

What can veterinary practices do to cultivate these new ideas and programs?

Which staff-based strategic responses should be considered when establishing a new or expanded market niche?

GUNG HO!

Brainstorming Worksheet #5

A² = G²

If you Always do what you have Always done, Your going to Get what you have always Gotten!

C = D x P x M @ < costs

C = change

D = dissatisfaction desire

P = participative process

M = clear model

Must all be within budget!

S - W - O - T

S = inner practice strengths

W = inner practice weaknesses

O = environmental/community opportunities

T = environmental/community threats

GUNG HO!

Spirit of the Squirrel = meaningful work

Way of the Beaver = people control their jobs

Gift of the Goose = encourage and recognize

The PoWEr of We!