Collaborative Services ~ Concierge Practice


Sweet Angels ~ Pharmacy Technician Program SRJC

Posted by Diana Rangaves, PharmD,CEO on December 4, 2011 at 12:20 PM Comments comments (0)

Starting TODAY, is donating 50% of their net proceeds to Santa Rosa Junior College Pharmacy Technician Fund to support instructional equipment including IV bags, vials, TPN bags, etc. used by the students.

Please help to maximize this opportunity! Let's create an Angel e~Tree. Please forward this e-mail to as many friends, family, Tweets,Face Book, Linked In, media as you can. Ask those to send it on to others.

The goal is to reach as many people as possible, in this very short 7 days. The Sweet Angels fundraising campaign starts TODAY and ends,Sunday, December 11th!


When making a purchase please type in Pharm -Tech SRJC as the charity to support during the checkout process. 

Join the Sweet Angel Family in supporting the Santa Rosa Junior College Pharmacy Technology Program, from NOW until Sunday,December 11th! THANK YOU!

PRESS DEMOCRAT is Onboard! ~



Collaboration as an Intangible Asset

Posted by Diana Rangaves, PharmD,CEO on June 16, 2011 at 3:52 PM Comments comments (0)

Virtually every tearful Tony Award winner or jubilant NBA Most Valuable Player carries a crumpled wad of paper on which are named the people who "made it all possible."

If ego & time allow, the list can be quite long. So it is with most breakthrough innovations & banner financial years.

The point is not to nod in the direction of the "little people," but instead to recognize that the intangible assets an organization has are the product of the hundreds, perhaps the thousands, of "assists" — to extend the basketball metaphor — that usually go unnoticed but without which problems would not get solved, insights would not be generated, and uncertainties would not be vanquished.

Interestingly, intangible assets are all the rage these days on Wall Street. Investors grapple daily in an effort to figure out how to value companies whose accounting assets — things like land, capital, products, and licenses — don't adequately express their true market value.

Ask a buy-side analyst why Amazon or Apple fetches the price-earnings multiple they do, & inevitably the conversation turns to things like their ability to innovate, their capacity to capture & grow the best talent, their skill at managing brand & vendor relationships or ecosystems.

There is no line on the balance sheet for "ability to innovate" or "skill at managing brand."

And even if there were, it would have to be expressed as a probability statement: How likely is Apple to innovate or out-innovate its peers?

Most intangible assets are real but invisible, and the most important invisible ability is the ability (or, perhaps better said, the probability) to collaborate.

After all, it's the willingness on the part of people to work together to solve problems when they could just as easily pass them along to someone else that forms the core of most things we call collaboration.

It's the decision that someone makes to share an idea or to spend the extra hour helping out — not the regulation or contract that requires it — that usually means the difference between "good enough" and "outstanding."

Marvelous, but if it's invisible, how do you see an intangible asset or collaboration, for that matter? If you can't measure it, how can you manage it?

Fortunately, in recent years, social network analysis (SNA) has emerged as a powerful new way for managers to see the patterns of interaction — information sharing, problem-solving, coaching, and mentoring — that make up the less visible, often informal side of an organization.

By asking simple survey questions online and identifying the people with whom they most frequently interact, SNA makes it possible to depict the networks that underlie or exist in parallel to the formal organization charts and process diagrams.

Repeated surveys can, over time, reveal changes in networks or in patterns of collaboration — making it possible to assess whether interventions such as reorganization or targeted efforts to improve collaboration (like offsite events, new software/communications tools, or incentive programs) actually have their desired impact. Moreover, targeted questions can reveal different types of collaboration.

Case in point, SNA conducted at Novartis helped reveal a pattern of communication — and the existence of parallel innovation efforts — that made it possible to combine teams before they reached a crucial stall point in the development of a new vaccine.

At a major retail bank, early signals of an emerging rift between factions — manifested in very different networks of information sharing — made it possible to save an acquisition before it came apart.

And a rapidly growing pharmaceutical manufacturer discovered through network analysis that management bottlenecks were holding back critical decisions and alienating lower level employees.

Fortunately, tools like social network analysis are making it possible to do something more than "water and wait" when it comes to cultivating intangible assets.

By utilizing more effective ways to depict social networks, to see change in them as a result of targeted interventions, and to distinguish among the types of collaboration possible, managers are finding that they can grow enterprise value and earn their companies a much richer treatment by investors.

So, the question is: What are the most critical intangible assets in your company? What are you doing to cultivate them? Who is responsible for managing the invisible that creates the intangibles?

by Robert Thomas

Harvard Business Review


Innovation ~ New Paradigms

Posted by Diana Rangaves, PharmD,CEO on January 14, 2011 at 4:36 PM Comments comments (0)


Condensed from an article by Soren Gordhamer


The new business organizational paradigm is one that emphasizes connection, collaboration and innovation.


When people feel engaged, the benefits are significant.

It is not enough to get people to show up to work; the challenge is creating cultures that enhance creativity and innovation.



You cannot ask staff to give what they do not receive.

What is inside the company will be felt by those outside it.  The answer is to create a culture of happiness that would naturally overflow into all of the company’s communication.


Chris Sacca, “Employees will rise to the expectations placed upon them. If you treat them like children, they will act like children. But, show them respect and trust and they will respond to your expectation.”


The Old Paradigm: “Force people to do what you want.”


The New Paradigm: “Give people what you want them to offer.”



If people are not in the right mindset, nothing innovative occurs, and often people leave feeling even more drained and frustrated.

The mindset people bring to the meeting matters greatly. The main principle is people must participate.


Old Paradigm: “Just put your body in the room.”


New Paradigm: “Show up with a creative, open mindset to participate.”


Group Wisdom

The old paradigm was that the higher up the hierarchy you went, the more wisdom you had to share. Leadership was the ability to direct, not listen.


The new approach is likely best expressed by Cisco CTO PadmasreeWarrior, “The one thing that over two decades of experience in the industry has taught me: never assume you know the answer. I find that the more I listen, the quicker I learn and ensure that I’m inviting and absorbing the tacit knowledge that resides outside the boundaries.”


Old Paradigm: “All wisdom exists at the top.”


New Paradigm: “Listen and make space for various voices.”



Create spaces that support collaboration and innovation.  This includes physical space.


Old Paradigm: “Do what is normal.”


New Paradigm: “Approach space creatively to serve the purpose.”



A company is not likely to get much sustained passion from staff if its vision is to create yet another widget that does little to affect the world.

People need a sense of purpose to drive their innovation.

Padmasree Warrior of Cisco, “Innovation flourishes in a culture of purposeful chaos. The operative word here is ‘purposeful.'"

People need a sense that their work matters, both for the organization and the community.


Old Paradigm: “Work to get a paycheck.”


New Paradigm: “Make your work about something bigger.”


While we cannot force innovation and creative thinking, we can foster these abilities.


The old paradigm was individualistic and focused on thriving to be personally brilliant; the new one is Community.


The companies and teams that do this, that can create cultures that support innovation and engagement, will create the leading services that affect our culture.


Innovation ~ Pharmacy Ranks # 3

Posted by Diana Rangaves, PharmD,CEO on January 11, 2011 at 7:37 PM Comments comments (0)

Pharmacy Ranks #3 in Top 10 Most Secure Jobs in 2011

How secure is your job? The last few years have taught us nobody really knows what to expect. Job security doesn't have to be a total game, as research and statistics do point out some jobs and some industries as being more stable than others. Using the U.S. Department of Labor, here are the top 3 for 2011.

1. Nursing is a field that runs perpetually lean anyway; but as health care demands expand in every direction, opportunities for both LPNs and RNs will continue to expand along with it. With job growth predictions hovering in the 21 percent-22 percent range by 2018 the already very large industry is expected to see more new jobs over the next several years than any other occupation.

2. Physical therapist driven primarily by aging baby boomers and technology advances that improve survival rates for trauma victims and children with birth defects, the demand for physical therapy is on the rise andis expected to continue growing by as much as 30 percent by 2018. The greatest needs are in departments where geriatric patients frequent (acute hospital, skilled nursing, and orthopedic) as well as in rural and low-income areas.

3. Pharmacy Employers have reported difficulty finding Top Graded and competent pharmacy technicians and pharmacists. As the population ages, demand will continue to increase. The Department of Labor predicts jobgrowth to reach a total of 17 percent by 2018.

Innovation ~ Clinical Pharmacy Technician

Posted by Diana Rangaves, PharmD,CEO on January 9, 2011 at 3:32 PM Comments comments (0)

What do you think of this job description? What would you add, delete, or change? What competencies must this promotional level pharmacy technician possess?

Clinical  Pharmacy Technician ~ Job Description


Primary focus on patient care and safety


Look up and record patients' labs


Type up and distribute the minutes for the P&Tcommittee meeting.


Answer and prioritize calls for the clinical group


Perform a daily review of the Pyxis


Override report and bring any suspicious findings to the pharmacist’sattention for further investigation.


Monitor these overrides for appropriateness


Verify with patients chart


Confirm the patient received the med


Preparation of presentations, meetings, etc.


Professional ladder for techs


Person who is knowledgeable in the role

Attitude that is mature, polite and professional

Handle themselves and know and understand theirlimitations

Discretion and tactfulness

Respect the HIPAA laws



Attention to detail

Follow directions

Critical Thinking Skills




Medication Nutrient Teaching.( Cipro, Levaquin, Coumadin)



Innovation ~ Pharmacy Technicians Role Expansion

Posted by Diana Rangaves, PharmD,CEO on January 9, 2011 at 12:45 PM Comments comments (0)

Innovation ~

Pharmacy Technicians Expanding Roles

Pharmacy professions are carving out new niches in an era of health care reform, including expanding the roles of highly skilled pharmacy technicians.

Pharmacy technicians in practice sites around the country are performing tasks that were once considered solely the domain of pharmacists, such as dispensing medication, taking prescriptions over the phone, and managing error-reduction efforts. The result is a tandem evolution, when competent pharmacy technicians grow as key members of multidisciplinary healthteams.

“Highly trained, skilled technicians are critical elements in a high-functioning pharmacy team,” said ASHP President Diane Ginsburg, M.S.,R.Ph., FASHP." "In order for technicians to prepare for the future, life-long training and education must continue."

“We need technicians who are properly trained,” said Lisa S.Lifshin, R.Ph., director of program services and coordinator of technician program development in ASHP’s Accreditation Services Division.

This new type of Pharmacy Technician has high-level skills that are portable not just from environment to environment but also from region to region as more and more states and organizations ratchet up their Standards of Practice.


Barbara Lacher, assistant program director and associate professor at the North Dakota State College of Science (NDSCS) PharmacyTechnician Program in Wahpeton, “They are not trained just to be a retail technician or a hospital technician. They have across-the-board training, and you know that anyone you hire has had experience, like vaccines, sterile products, IV preparation, and stress management.”

Innovations in Pharmacy Tech Education

As the demand for highly trained pharmacy technicians grows, educators are using local resources creatively to offer comprehensive instruction to students. Pharmacy technicians at Wishard Health Services, Indianapolis,utilizes the pharmacy’s electronic inventory.

John Diem, CPhT, director of pharmacy technicians for OCPS.“Our pharmacy technicians work extremely well together.”

“My students do a lot of community service,” said Karen Davis, CPhT,  former president of the Pharmacy Technician Educators Council. “They will work in patient assistant programs, document clinical reports, conduct inventory, request medications, input CPOE, IVs, TPNs, and mentor each other.”

Pharmacy technicians learn how to be part of a multidisciplinary health team.

Looking Ahead

The future for pharmacy technicians is a bright one. The Bureau of Labor Statistics predicts that employment of pharmacy technicians will increase 31 percent by 2018 compared with 2008 figures.


Now that pharmacy technicians are working in triage,diabetes clinics, veterans’ programs, medication reconcilicaiton and formulary management, their responsibilities and roles are expanding, so too must their competencies.   

The levels of practice for pharmacy technicians will eventually lead to specialization. “Pharmacists are asking for it,” Davis said. “They want technicians to be able to DO.”

Professional Growth is a Personal Standard that One Holds Oneself

One thought about expanding the role of pharmacy technicians, which is supported, is the compensation for these technicians.  In this day of financial down turn and looming reduction of MCR reimbursement to hospitals, it is tough to make a busines scase for increasing the wages of pharmacy technicians to be commensurate with this level of responsibility.  

Current wage range for pharmacy technicians is in line with the national structure.

Some feel that this does not give much of a carrot to promote professional growth of technical abilities. However, “Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives -choice, not chance, and determines your destiny." — Aristotle

There is a definite need for development of pharmacy technicians. Forward thinking hospitals are in the process of initiating tech check tech, medication reconciliation,and technician order entry in CPOE's.

Compensation follows competencies.  The development of Pharmacy Technician roles will take the current practice model to a new level. There will now be, within Pharmacy Technician, a Promation Ladder Career Tract.

INNOVATION Forum ~ Ensembles' Cohesiveness

Posted by Diana Rangaves, PharmD,CEO on January 8, 2011 at 5:00 PM Comments comments (0)


Tiny Project to Brand an Ensembles’ Cohesiveness


Bringing together a group of people to create a unified, organized and consistent workforce is very complicated.  Something more must bind them together. They must FEEL a change from a disparate group to one that is interconnected.


By branding the team ensemble behind a common theme of altruism will change baser behavior into patterns of gold. Each person, child or adult, can become a wizard & practice alchemy as a way of life.


An illustrative theme would be Tinkerbell and Peterpan.


To spread magic as a practice using Leadership Stardust, blend the FIVE recipe ingredients below plus a dash of innovative spirit!


1. Don't stir things up. Let the process emerge naturally. Resist the temptation to instigate.


2. Do not dismiss any encounter as insignificant. Each encounter is a Dance and not a threat to your ego or existence.


3. No outcome can be called a failure.


4. Practice spreading stardust whenever the opportunity arises as a way of life.


5. Leadership is service, not selfishness.


The well-being of ALL is above the well-being of the self alone. Therefore, when we care we enhance the energy of the whole AND that is Life.