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E-Folder - Grow Your Staff into a Team of Creative Problem Solvers
As a manager, your employees will come to you with situations they don’t know how to handle. When they approach you during these times, they are looking to you to give them the solution to the problem. This is understandable wit 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 h big problems that have significant monetary and time consequences, or that may have a detrimental impact on your company’s standing in the eyes of your professional community. However, often the problems your employees bring ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug. Examples of combination products may in you are neither this momentous nor are they so potentially damaging. Most of the time your staff members could come up with creative solutions on their own if encouraged to do so. The recurring problem I see is employees who do lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together. ot take initiative in proactive problem solving. Why? Either they haven’t been told that this is preferable to bringing their problems to the supervisor, or they have attempted to be proactive in solving a problem in the past an here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe d have been told their ideas or solutions were irrelevant. When the latter is the case, what motivation do they have to continue coming up with ideas if the boss tells them their ideas are unworkable? Often, the problems we exp d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations. Combination pro rience with our employees are ones we unwittingly help create. In the case we’ve been discussing, if employees continually look to their supervisors to solve their problems it’s probably because the supervisors have solved their 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 problems in the past. Rather than encouraging them to find solutions, these supervisors hand their employees solutions. This behavior drains the creativity from the employee and results in frustration, which leads to reluctance 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 —and eventually refusal—to even attempt to look for solutions. Part of the reason many managers “solve” their staff’s problems for them is in the interest of time. Managers tend to have more experience with solving problems and nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically have already discovered solutions that work. Rather than cultivating an employee’s ability to think creatively and allowing time for perhaps one or two unworkable solutions before finding a workable one, the manager will just fi 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 x it. The result is a staff that brings even the smallest problems to the manager and a manager who becomes frustrated because the staff cannot work independently. This may feel like parenting a group of small children. Taking ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi rom the example of children, children experience a growing sense of confidence and autonomy when they are encouraged to work problems out on their own. True, not all of their solutions are successful; nor are they necessarily th ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it. Following aspects would a e most cost-effective. But when allowed to attempt to solve their own situations, these children can grow in confidence and experience a greater sense of willingness to try first, ask later. Ultimately, they generally grow into dd to the challenges in developing combination products: Which markets to tap where the combination products can do fairly well? Which combination prod autonomous adults who can think creatively and find workable solutions. While our employees are no longer children, they need similar encouragement to take a step on their own to find solutions. The most creative, entrepreneuri cts are meaningful and rational? Which therapeutic categories to select? Which Combinations can address unmet needs of the patients? Do combin l, and forward-thinking companies are those that are willing to find new ways of doing things rather than sticking with the tried-and-true of their competitors. Cultivate Their Problem Solving Skills If you experience frustrat tions increase the patient compliance? What would be the developing cost? How to tackle the risks encountered during combination product developmen ion at the level of problem-solving ability of your staff, make a commitment to yourself to encourage each individual to find their own solutions first. Do this by asking questions. Questions that begin with how and what are exc 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 llent for drawing out an employee’s thoughts on a situation and encouraging that employee to think independently for a solution: • What have you already tried? • How would you like to solve this problem? • What would you do i ping new procedures for reviewing their safety, efficacy and quality. Professional from academic institutions, pharmaceutical industries, health care indust f you were me? These are excellent questions you can ask to begin encouraging your staff to think proactively. A huge element to making this strategy successful is that your staff must be able to trust you with their ideas. In y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products other words, if encouragement to solve their problems independently is a new experience for your staff, they will probably be uncomfortable with it at first and reluctant to step out on their own. You must be willing to withhold . 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 your own suggestions—even if you know your way is the best way—and allow them to stumble. Encourage them when they do make efforts to solve their own problems, but resist the urge to fix it for them. Encouraging them through as elopment. They need to be wiser in analyzing the market trends and the regulatory requirements. Companies that provide selfless information through particip king questions and giving them time to come up with their own ideas will help increase their level of trust and ultimately reduce the number of times they bring problems to you without having first tried to solve them themselves 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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