Sometimes being a paramedic wears thin, and I develop the
urge to tell people what I think of them. By people, I mean dispatchers, firefighters, partners, coworkers,
supervisors, nurses, physicians, other drivers, bystanders, random neighborhood dogs, patients, 911
callers, people in charge of making the roads generally smooth, people in charge of road signs, people in charge of radio song selection, family members, restaurant employees… The list of people who should loudly and proudly be told what I think of them is long and illustrious. These situations
come up most often when I am hungry, tired, or have been working too much
overtime.* Don’t worry, I have a plan
for the speak-my-mind urge. I have a
note page on my phone with a whole bunch of reminders for me to read when I
have a bad day. It is a dorky thing to
do, I know, but I sometimes need to remind myself that “EMS is not a hard
job. Roofing is a hard job. Don’t volunteer to go back to roofing.” Another one reminds me that my daughter
thinks being a paramedic is heroic and reminds me to act like she is watching
me when I am on a call. I have ten or
fifteen affirmations like that. I just read
through them when I feel the nearly-bottomless well of patience that I have for
my fellow man start to run out. The reminders
have saved me from showing my ass more than once.
One says: “You can’t fix anything. Don’t try.” I think it is my favorite affirmation reminder, which is weird because
it is pretty negative and apathetic. It
feels like failure and submission. But I
know what I meant when I wrote that note.
I know that I meant that system-wide, EMS related things that
irritate me can’t be fixed. At least, the
solutions don’t come from my partner and me in the front of an ambulance. Every conversation about how things would be
different if I were in charge may as well be whispered into the wind. Nobody cares about my personal opinion of
post locations, response times, EMD, and protocols. Nobody cares what I think about the overall
skill level of EMS as a whole, or of my system itself. Certainly nobody in other agencies cares what
I think of their systems, policies, customs, and employees. I was a captain in my agency and nobody cared
then, either. They certainly don’t want
my opinion now that I am a paramedic. I don’t think people really care what the Chief thinks, when you get
right down to it.
That’s because an EMS system, especially a large one, is
like an oil tanker. Steering inputs take a long time to take effect. Deciding to turn the wheel or advance the
throttles can have huge consequences that extend outside of the ship
itself. Systemic changes, then, are the
results of discussion among groups of stakeholders over long periods of
time. I can be involved in that, but it
is unlikely that I can either personally initiate that process or have a measurable impact
in it.
Source |
There are things that I can fix, though. I do try to fix those. That is where the importance of the reminder
note lies.
Fear. Pain. Worry. Grief. Loneliness. Cold. Discomfort. Those are things that
I can fix. I can concentrate on fixing
those on every call, for each patient, on an individual level. Lessening pain and fear are easy for me to do
for a patient. Setting a patient at
ease, smiling, giving them a blanket, and administering analgesia costs me
almost nothing. It is what I am paid to
do. And I can ameliorate those problems
that my patient is having without going to several city council meetings first.
By attacking the problems that I can solve, I am actually
helping to “steer the EMS oil tanker.” My actions help to set the expectations among my patients, peers, and
other stakeholders in regard to how my EMS system performs. Concentrating on the core EMS functions
result in the systemic problems taking care of themselves, through cultural
improvements over time. I can also help “steer
the tanker” by giving newer paramedics and EMTs all the help and support I can
give them – like someone gave to me once. We can talk about ECGs, pathophysiology, EMS hacks that make the job
easier, how to start difficult IVs, the best route to the next call, and those
kinds of things. It is like gently
pulling on the oil tanker’s steering wheel. (If oil tankers don’t have big wooden wheels with knobs on the end like
a pirate ship, I will be sad.) I get
more out of talking to my partners about what was going on with the last
patient than I do talking about why supervisor so-and-so shouldn’t have ever been
promoted.
If modern supertankers don't have steering wheels that look like this one, I will be thoroughly disappointed. Source |
I decided to not worry about the EMS system until my work is
done, fixing the patient-related things that need my immediate attention. Chiefs and medical directors are paid extra
to worry about stuff like hiring practices, response times, and financial
stability. Let them worry about that
crap. I will focus on the next patient I
see.
Why would I volunteer to worry for free when other people
are being paid to worry? Instead, my
note reminds me to concentrate on the problems that I have the responsibility
and authority to manage on my own. That’s
why "You can’t fix anything. Don’t try” is one of my favorite notes.
*It's funny: Call volume, call type, and such things that we think make a good/bad call have little effect on my attitude. My attitude revolves around how full my belly is, how sleepy I am, and how much overtime I have worked in the last month. A call that enrages me when I am hungry (hangry) is a funny call when my belly is full. That leads me to believe that call volume is less important than having enough time between calls to eat...
*It's funny: Call volume, call type, and such things that we think make a good/bad call have little effect on my attitude. My attitude revolves around how full my belly is, how sleepy I am, and how much overtime I have worked in the last month. A call that enrages me when I am hungry (hangry) is a funny call when my belly is full. That leads me to believe that call volume is less important than having enough time between calls to eat...