Finally, we have given our last scheduled presentation to our operating theatre staff.
More Tim Tams, and yet another creative sales pitch, this time using 40 party trumpets to simulate ambient background noise.
Now we have to stand back, analyse our achievements and prepare for the ACORN Conference.
Review process is a critical part of this. It lets us know how we have done: what we have done that has helped us achieve our objective; and what we could have done better (or not at all).
So what could we do better?
On review, I think the idea stands alone.
It is the implementation, or in contemporary parlance, the context that requires some work.
Firstly, the most obvious and unresolved context seems to be the front desk of theatres, which probably needs better signage. It's always noisy there, with people everywhere and phone calls and negotiations and patient check-in and reps wanting someone to talk to and doctors wanting to change the list or book an extra case.
Therefore amid the noise there are distractions aplenty.
I guess, being a grey area, it is also the first point of contact for many, and thus an opportunity to indoctrinate new people to the new paradigm in environmental noise control.
Signage. Hmmm. Wherefore art thou, that budget for signage? (Three big signs at the front desk. Total cost: $8.85!)
The next context is the journey management of permissive distractions, which is a downstream problem with an upstream reverberation.
During Journey Management analysis we identified the filling out of Work and Carer Certificates to be a chronic obstacle to discharge and therefore patient flow.
A better flagging system seemed to be contextually mandated in the short term, with better systems approaches to follow.
We are in the process of improving the certificate flagging system so that it is bigger and brighter and includes a reminder to surgeons that the aim is to reduce distractions later on.
We hope it is that simple.
Once again an opportunity to bring home the point that distractions are not only inconvenient, they can be exhausting and dangerous.
The reward for good work is often the opportunity to do more good work.
Hopefully, once people get the idea, they will start 'contexting' without the need for us to be involved.
The trick is to see the chaos in the system so that you can start fixing the chaos in the system.
That's ultimately what it is, and ultimately why 'Below Ten Thousand' delivers forth so many contextual opportunities.