Organising as a PCNs presents a great opportunity for Practice Managers to refocus on how they can collaborate to reduce duplication.
However, this is easier said than done, here are some challenges:-
- Collating dozens of versions and getting agreement to a common draft is time consuming
- It is difficult to let go when you have spent 20 years honing your version
- Just one dissenter in the group can torpedo a project
A common problem is where the PCN or Federation lead does not have the authority to compel all members to follow the consensus of members. When a single dissenting voice can torpedo months of time and effort in a project, progress and improvement strategies can be slow, and innovation stifled.
The key requirement for moving forward, especially with innovation, is an assertive Team Leader with authority to make decisions.
