With sporadic grassroots efforts, pain patients are pushing back -- sporadic because many are already overwhelmed trying to cope with their medical challenges.
When people who are affected by a blanket change push back, it’s because something was sorely missed by the change drivers. The guidelines weren't communicated well, didn’t include input from the people affected, and minimized issues that could have many serious unintended consequences. Many in the pain community feel betrayed and abandoned.
While the David-like courage and bravery of patients moves me, I’m also one of many frustrated chronic pain sufferers concerned about making headway without a proactive approach.
Maybe it’s time we borrow from the best change management practices used successfully in business. These practices effectively mobilize the energies of those needed to make change happen. Progress occurs only when several key factors are fully defined to get from “current reality” to “future state." Those critical factors involve:
- A clear definition of our unmet pain management needs
- A realistic assessment of our current pain management reality
- A compelling vision for future pain care
- A transition plan to get there
When any one of these critical success factors falls short, no amount of reactionary rhetoric or emotional expressions from us will substitute for our own proactive pain management platform. Our efforts to fight back will sputter up against a bureaucratic wall.
The deficiencies in the change approach our regulators took frustrated our expectations that we’d be heard and understood, with empathy and dignity.
Expectations can backfire if they’re unrealistic. When they operate unchecked, it means that we have assumptions, predictions, and underlying beliefs that something will happen or play out the way we hope and need them to. We’re attached to an outcome when we hold onto those expectations.
But life isn’t perfect and systemic change doesn’t happen overnight. Eventually we are bound to have an experience like this one in which the gap between our expectations and reality results in a disappointing thud. A self-help quote describes that occurrence well: “expectations are the partner of disappointment.”
Trying to change their hearts and minds about us, we’ve worked to convince the regulatory, profit-seeking, and career promoting stakeholders that we’re credible and responsible, not addicts or malingerers.
But the more dramatic our attempts have been, the more we’re viewed skeptically. Taking that personally, we feel misunderstood, thrown to the wolves and without impact. In self-defense, sufferers continue to dial up reactionary and passionate protests, hoping regulators will someday see that their guidelines don’t solve our pain management needs.
Since hope alone isn’t a strategy, we should redirect our energies and stop giving our power away while emotionally bargaining over the legitimacy of our pain management concerns. We also need to stop seeking compassionate understanding and consideration from entities ill equipped and unlikely to offer them.
The “recovery” community sums up that advice as, “you don’t go to a hardware store expecting to buy bread.” Better to save our hopes for our families, friends, and support groups where the odds favor us.
Likewise, in the context of systemic change regarding chronic pain management, our expectations have a better shot of being met by a credible coalition that represents us.
First and foremost, a strong change initiative needs a champion who owns the challenge and drives a clear and comprehensive change management platform that sets the conditions for success. Without that credible representation, we have no seat at the table, nor any accountability.
Our very real pain management needs present a clear role for advocacy groups to step up and represent. There’s no shortage of would-be sponsors for us to recruit. Pain Pathways estimates there are 21 pain advocacy groups, along with 39 other disease related advocacy groups.
The arrow of purposeful action and accountability points to an urgent unmet need – a coalition willing to champion a change agenda that best represents our interests, including ways we can champion and support it.
The regulatory agencies have their plan with solid representation. Let’s face it, without our own platform we sit in pain, frustratingly sidelined.
Let’s regroup and start shopping elsewhere for bread.