Fall 1999 - IP; President's Message

President’s Message/Carol Goodheart

From the Editor/Michael Brickey

SURPRISE AND ENERGY
Summer and the Boston APA convention are ending as I write this column,and most of us are making the transition into the flurry of Fall activities. The Practice Information Clearinghouse of Knowledge (PICK42) niche guides were introduced in Boston and are now available by website, phone, or Fax (see the order sheet in this issue). The programmingin Boston was very successful, and the feedback from the standing-room-only crowd for Rabbi Harold Kushner was amazing. The Board of Directors meeting was productive and forward looking.

So let’s take the diverse energy generated by the rich convention experiences and apply it to our continuous efforts for invigorating independent practice. Change is accelerating in lots of spheres that affect practice: in health care, in business, in technology. The pace of change may be predictable, but the nature of change can still bring surprises. We can always get better at dealing with surprises. Taking a tip from one of Hal Lancaster’s Managing Your Career columns in the Wall Street Journal (4/7/98), I have adapted his business advice on planning for surprises to the business of psychology practice.

• Figure out what you can control. In adverse or threatening circumstances, the most effective responders find aspects of the situation to influence. An individual practitioner cannot control insurance reimbursement rates. But an individual can take charge of controlling practice costs, marketing outside of managed care, developing specific services for targeted client pools, and maintaining a schedule of contacts and speaking engagements every month. Is there a part of your practice situation that you could be controlling better?

• Plan tight and stay loose. It is better to plan for many possible scenarios than for one contingency. The more we plan and brainstorm about the what ifs, the better we are able to improvise when needed, because we truly understand a complex and fluid situation better. As clinicians with good therapeutic skills we understand this concept of depth understanding and depth planning very well. The trick is to remember to apply it to the business side of practice, not just the clinical side.

• Develop solutions. This strategy is related to innovation, creativity, “engineered luck.” Devising solutions that work with uncertainties fits well with scenario planning. The Division has been focused on offering our members better tools for enhancing practice. Take one of our niche guides, brochures, public service announcements, ads, or marketing ideas into your practice in a novel way to ride the crest of change in your community. Or apply an existing skill to a new audience. Or use new language to let people know what you do. Or take a new look at the “market” and discover better ways to provide what people would like to buy.

• Separate fact from assumption. Avoid catastrophizing and investing in gloom and doom positions. With upheaval and turbulence, people often feel blind-sided by the surprises, and that can happen to practitioners also. It is important to remember that people still need our expertise desperately. It is the environment for practice that is changing, not the basic human needs. Rather than being swept along by assumptions, it is more useful to gather good information. Do you remember when the “industry” assumption was that all practitioners would have to be part of large networks to survive? Do you remember when the “industry” assumption was that capitated contracts would rule? Neither of those health care assumptions came true, except in very limited markets. They are not the norm. Independent practitioners who are relying on good information are finding ways to expand practice.

• Do something. Use energy to stay nimble and keep moving forward. With all the accelerating forces of change that might affect practice, some strategies may not work out as intended. But focusing on an action plan, and collaborating with others whenever possible, staves off the tendency to whine and feel defeated. Action leads to building on lessons learned, to accomplishment, to successful practice.

And on that note, it is time to end my last column for the year. Thanks to all of you who have worked for the Division’s success throughout the year, especially the PICK 42 Task Force— Co-Chairs T. Richard Saunders and Norma Simon, TF members Michael Brickey, Michael Murphy, Pat Pitta, Kal Heller, and also Kim Ricketts, for the project marketing support by Strategease Consulting; the Convention Program Chair and Hospitality Suite Chair—Robert Wernik and Ed Lundeen; the Mid-Winter Meeting Program Chair— Jean Carter; special Ethics Task Force Chair— Lenore Walker; Division representative to the Interdivisional Project for the Development of a Curriculum in Primary Care— Esther Lerman Freeman; Publications and Communication Chair — Karen Zager; the IP and Internet Editors— Michael Brickey, Martin Williams, Barry Schlosser, Rona LoPresti; the Past-President and President-Elect— Sandra Haber and Elaine Rodino; the entire Board of Directors and the Committee Chairs; and the Central Office sine qua non— Jeannie Beeaff. It has been a wonderful pleasure to take my turn as President of such a vibrant organization. What a surprising and energizing year.

Carol Goodheart, Ed.D.

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	President’s Message/Carol Goodheart
	From the Editor/Michael Brickey


		SURPRISE AND ENERGY Summer and the Boston APA convention are ending as I write this column,and most of us are making the transition into the flurry of Fall activities. The Practice Information Clearinghouse of Knowledge (PICK42) niche guides were introduced in Boston and are now available by website, phone, or Fax (see the order sheet in this issue). The programmingin Boston was very successful, and the feedback from the standing-room-only crowd for Rabbi Harold Kushner was amazing. The Board of Directors meeting was productive and forward looking. So let’s take the diverse energy generated by the rich convention experiences and apply it to our continuous efforts for invigorating independent practice. Change is accelerating in lots of spheres that affect practice: in health care, in business, in technology. The pace of change may be predictable, but the nature of change can still bring surprises. We can always get better at dealing with surprises. Taking a tip from one of Hal Lancaster’s Managing Your Career columns in the Wall Street Journal (4/7/98), I have adapted his business advice on planning for surprises to the business of psychology practice. • Figure out what you can control. In adverse or threatening circumstances, the most effective responders find aspects of the situation to influence. An individual practitioner cannot control insurance reimbursement rates. But an individual can take charge of controlling practice costs, marketing outside of managed care, developing specific services for targeted client pools, and maintaining a schedule of contacts and speaking engagements every month. Is there a part of your practice situation that you could be controlling better? • Plan tight and stay loose. It is better to plan for many possible scenarios than for one contingency. The more we plan and brainstorm about the what ifs, the better we are able to improvise when needed, because we truly understand a complex and fluid situation better. As clinicians with good therapeutic skills we understand this concept of depth understanding and depth planning very well. The trick is to remember to apply it to the business side of practice, not just the clinical side. • Develop solutions. This strategy is related to innovation, creativity, “engineered luck.” Devising solutions that work with uncertainties fits well with scenario planning. The Division has been focused on offering our members better tools for enhancing practice. Take one of our niche guides, brochures, public service announcements, ads, or marketing ideas into your practice in a novel way to ride the crest of change in your community. Or apply an existing skill to a new audience. Or use new language to let people know what you do. Or take a new look at the “market” and discover better ways to provide what people would like to buy. • Separate fact from assumption. Avoid catastrophizing and investing in gloom and doom positions. With upheaval and turbulence, people often feel blind-sided by the surprises, and that can happen to practitioners also. It is important to remember that people still need our expertise desperately. It is the environment for practice that is changing, not the basic human needs. Rather than being swept along by assumptions, it is more useful to gather good information. Do you remember when the “industry” assumption was that all practitioners would have to be part of large networks to survive? Do you remember when the “industry” assumption was that capitated contracts would rule? Neither of those health care assumptions came true, except in very limited markets. They are not the norm. Independent practitioners who are relying on good information are finding ways to expand practice. • Do something. Use energy to stay nimble and keep moving forward. With all the accelerating forces of change that might affect practice, some strategies may not work out as intended. But focusing on an action plan, and collaborating with others whenever possible, staves off the tendency to whine and feel defeated. Action leads to building on lessons learned, to accomplishment, to successful practice. And on that note, it is time to end my last column for the year. Thanks to all of you who have worked for the Division’s success throughout the year, especially the PICK 42 Task Force— Co-Chairs T. Richard Saunders and Norma Simon, TF members Michael Brickey, Michael Murphy, Pat Pitta, Kal Heller, and also Kim Ricketts, for the project marketing support by Strategease Consulting; the Convention Program Chair and Hospitality Suite Chair—Robert Wernik and Ed Lundeen; the Mid-Winter Meeting Program Chair— Jean Carter; special Ethics Task Force Chair— Lenore Walker; Division representative to the Interdivisional Project for the Development of a Curriculum in Primary Care— Esther Lerman Freeman; Publications and Communication Chair — Karen Zager; the IP and Internet Editors— Michael Brickey, Martin Williams, Barry Schlosser, Rona LoPresti; the Past-President and President-Elect— Sandra Haber and Elaine Rodino; the entire Board of Directors and the Committee Chairs; and the Central Office sine qua non— Jeannie Beeaff. It has been a wonderful pleasure to take my turn as President of such a vibrant organization. What a surprising and energizing year.
Carol Goodheart, Ed.D.
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