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You are here: Home > Business > Team Building > Managing Your Team (Part 7) - Why Can't We Stay On Track? |
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Main Subject - Managing Your Team (Part 7) - Why Can't We Stay On Track?
I suppose it's human nature and perhaps inevitable that we will all stray from the main theme of the meeting from time to time. This isn't necessarily a bad thing, so let's keep it in perspective. The team leader or group facilitator may decide to dig According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product ress - why? What is worrying is when digressions and tangents become the order of the da ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in y. Meetings are time consuming and can be costly especially if they are not focused, and meeting objectives are not being met. Ask yourself the question - when we digress is it just a natural and innocent digression off the main subject matter or a lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together. re some team members deliberately avoiding the subject due to its content, the decisions that have to be made, or the problems that have to be solved? Funny how this can be the easiest team problem to address and yet it is the one that occurs most here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe often. I say it's the easiest problem to resolve because the team leader or facilitator is fully entitled, is fully responsible for bringing the meeting or session back on track. In my view this is not open to debate. However, if the team leader is n d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro ew to the role or new to the group, this can be dealt with by making it an explicit groundrule of all the team's meetings. Getting Back on Track So, whether an innocent digression or deliberate avoidance, there are different ways we can easily ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc and quickly get back on track. The suggestions which follow are based on my own experience in designing and delivering management development workshops as well as good, basic meeting management skills... Agendas Publish meeting / session agenda easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi s and use this as the meeting template. Add time estimates for each segment. Actually, why not be really daring and also publish the expected objective / outcome for that segment! This makes it relatively straightforward - just refer to the segment's nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically theme and the time already taken if and when the discussion gets off track. Flipcharts Having spent a lifetime in I.T. and still in love with technology, when it comes to running meetings or workshops, I prefer to leave all the technology behi and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ nd and use my favorite - flipcharts. Pages can be removed, posted on the wall, and be a great visible account of how that particular session has gone so far. Team members can refer to them constantly throughout the discussion and the team leader can r ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi efer to a particular item on a particular page to regain focus and get back to the real matter at hand. Lead and Direct "I know we have strayed from the main agenda item - we were discussing ................ As I recall, the item(s) we were ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a discussing before we digressed were.................................." As team leader, the team members expect you to take control when it is necessary and to quote 'The Last Samurai', "what could be more necessary" than to ensure team sessi dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod ons are productive, do not waste time and are cost efficient AS WELL AS being enjoyable. After all, we want all team members to come back to the next meeting. So, lead and direct the team but keep everything in perspective. Problem Solving La cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin st but not least - this is perhaps the most serious of all the situations where some or all of the team members are deliberately avoiding the issue or topic to be discussed. As team leaders, we need to understand why and get to the root cause otherwise tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen no amount of attempts will get this part of the meeting back on track. "Does anyone have any suggestions as to why we cannot make progress with this topic / agenda item" "What is it that seems to be holding us back?", "What do we need to do to be t? As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel able to move forward?" Quite often, the matter can be dealt with within the meeting itself and the team can make real progress with the meeting's objectives. On those occasions where a serious block has occurred, it's ok (even prudent) to close th ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust e meeting, arrange a separate problem solving / decision making session using the relevant tools and techniques to get to the root cause and deal with it constructively. Come on, Andrew, you've hinted that we waste enough time in meetings and now yo y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products u're suggesting we organize yet another one. We all waste more than enough time in meetings but there is no point in 'flogging a dead horse'. If some team members have switched off for what they believe is a justifiable reason, trying to continue . As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de within the same session could be futile. Moreover, this approach can send a strong signal to the team that the issue or topic that caused the block is important and that you and the team will give it it's due recognition. Stay focused, stay constructi elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip ve. As you have been kind enough to read this article, you may find additional helpful material in the article 'Understanding Group Dynamics - Stages of Team Growth'. Managing Your Team (Part 8) will look at Why Can't We Just Get This Finished? tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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