PEPonline Professionalization of Exercise Physiologyonline An international electronic journal for exercise physiologists ISSN 1099-5862 Vol 2 No 7 July 1999   Strategic Intent: The ASEP Vision Tommy Boone, Ph.D., MPH, FASEP Professor and Chair Department of Exercise Physiology College of St. Scholastica Duluth, MN Members of most organizations did not wake up one morning and decide that they wanted to pursue professional initiatives.  In fact, much of their agenda had little to do with professionalism.  They were forced to change because they were non-competitive or they faced losing members.  Hence, marketing the organization is the wake-up call that sets the stage for change.  But, frankly, some organization leaders just don't get the big picture.  Instead of discussing ways to become more competitive, they try very hard to keep the organization the same as it has been for decades. Organizations that are not willing to change are problematic.  It's a whole new ballgame where old ways of doing things is no longer competitive.  New ways of meeting the needs of members are now replacing old ways.  Organizations that don't pay attention to the needs of the members can't be competitive.  Thus, old mindsets that influence how organizations run must be replaced with new mindsets.  The following information examines how and why ASEP is an organization for its members.  This new thinking can explain its competitive edge in the beliefs and attitudes of exercise physiologists. Convictions and Opinions It is clear that how members think of an organization influence their behavior and beliefs about the organization.  Hence, to ensure continued support of the organization, members' can not become discouraged by believing the organization is not supporting there concerns and needs.  Attitudes are important.  The organization must demonstrate that it is working 100% on behalf of the members.  Members are the customers, and thus the organization is the company responsible for marketing a product.  The ASEP product is the professionalization of exercise physiology. Members buy into ASEP given the perceived value of the organization.  Their belief is that exercise physiologists deserve a higher quality of existence, and they are willing to work to see significant changes in both profit-ability and market share.  They believe that members of ASEP are working hard to provide the "product" and the professional services to exercise physiologists more than competitive organizations in the healthcare, fitness, sports, and rehabilitative markets.  In addition to the new way of thinking, they understand that change can occur in an instant.  But, in order to realize significant change in product quality, the ASEP Board of Directors has developed strategic goals to ensure the success of the ASEP members, and thus the emerging profession.  The organization's four member-value-added strategic goals are: 1. Strengthen ASEP's position as a member-driven, member-focused organization. 2. Implement ASEP's strategic plan based on the professional needs and priorities of the members. 3. Access new members by demonstrating respect and conviction for the rights resulting from an academic, professional preparation. 4. Willingness to capture and act on needs, beliefs, and values in member priorities and preferences. The Important Step Given the strategic goals, the one step that is critical to success is the reduction in time that it takes to market a new idea.  For example, the goal to have an ASEP National Certification exam ready for those who meet the criteria to sit for the exam is extremely short when compared to exams developed by other organizations.  The objective has been to move quickly to improve the exercise physiologist's professional status in the public sector.  Hence, by year 2000 (the 3rd ASEP National Meeting), the Exercise Physiologist Certification (EPC) handbook will have already been available via the Internet and other avenues for nine months.  Because of this new approach in thinking and in using the Internet, organizations are able to shorten cycle time for achieving their objectives.  The shorter cycle times are also having significant benefits in improving other means of communication and services for members. In the past, it was typical for organizations to take years to deliver on suggestions by members.  Today, this process has changed.  With instant email, FAX, and other forms of communication, members can expect organizations to create committees without delay.  Movement towards realizing objectives is simplified by computerized entry and processing programs.   The average time for an organization to identify and monitor ways to improve member quality and support have been cut by years. However, the lesson is clear: The need for change has to be realized at the top of the organization.  It has to originate at the top and, therefore, those who are the administrators of the organization must be willing participants in the change process.  If they should simply delegate the idea to a lower-level member, there is very little likelihood that the change will be realized.  New ideas must be driven from the top to ensure quality development of the product.  Without support of the top officials, the implementation process takes decades of work, if it ever gets off the ground. The ASEP Vision A major stimulus for change and continuous support of the concerns and needs of the members is a well-written vision statement.  That is, in the simplest terms possible, Why was the organization created?  What does the organization stand for?  Answers to these questions are extremely important as they provide the members the direction the organization is headed.  The ASEP vision is: 1. To be recognized as the leading professional organization of American scholars and practitioners in the study and application of exercise physiology to fitness, health promotion, rehabilitation, and sports training. 2. The Society is dedicated to unifying all exercise physiologists in the United States and worldwide to promote and support the study, practice, teaching, research, and development of the exercise physiology profession. 3. Through proactive and creative leadership, the Society empowers its members to serve the public good by making an academically sound difference in the application of exercise physiology concepts and insights. These three visionary statements have been carefully identified to unlock the exercise physiologist from the inertia of traditional designs.  Collectively, they include the following changes in the redefinition of the exercise physiologist: 1. From the top down, ASEP is interested in getting the public sector to understand the academic commitment and involvement of ASEP members in the professionalization of exercise physiology. 2. The academic link that exercise physiologists have in laboratory (hands on) practice and educational programs in improving the health, fitness, rehabilitative, and sports performance of the community at large. 3. The tracking of the academic programs in colleges and universities via the designated ASEP Accreditation Committee and the ASEP Accreditation Board, and the assurance that these programs meet specific curricula reform and consistency across all levels and functions. 4. The continual update of concerns and needs of the public sector specific to new training and education efforts by ASEP programs of study, with increased emphasis on quality in service and support. The New Paradigm Simply put, the new ballgame is an organization designed to support and build its members.  Members create the organization!  The organization does not exist for members to belong to it, that is, to make the organization better without thinking about the welfare of the members.   This latter point raises the question, Have sports medicine organizations recognized that the academic and workplace environments are changing, and that new thinking is imperative if exercise physiologists are going to be success in the public sector?  Do the top administrators realize the importance of member-driven concepts in the design and management of the organization?  They should because organizations are built upon, or at least should be, an organizational culture of behaviors, actions, beliefs, and values that serve to guide the way the members act and relate to each other.  The sum of the cultural influence on the organization is the essence of what the organization is about; its vision, purpose, and goals. The challenge of keeping in touch with the members is one that must be met successfully.  Knowing why and when change is imperative keeps an organization competitive.  Otherwise, if the organization's administrators do not embrace the initiatives that stem from the need to change, the change efforts will not get off the ground.  Resistance to change and confusion in why change is necessary surface to argue against change.   In carrying out change, the strategy is to get top-down commitment and involvement.  Those who run the organization must be committed to change, and they must be willing to track the progress of how well the organization is meeting the needs of the members.  As to the latter point, the organization should be able to measure the changes that have occurred.  ASEP validates change via the appropriate committee chairs, given that each understands the basis of the organization, its vision, and thus what drives its strategy.  The ASEP strategy is thus centered completely on the ASEP Vision.  The latter drives the process, and gives birth to new thinking and the rethinking of existing pathways and opportunities.  The strategic intent is, therefore, in harmony with the purpose of the organization, its management style, and the teamwork necessary to support the conversion of the intent into reality. The ASEP President Dr. Robert Robergs of the University of New Mexico in Albuquerque, NM understands the importance of organizational change.  His efforts have been critically important in the development of ASEP.  In fact, unless the number-one person, the President, embraces the new paradigm with a passion and drive, it doesn't work!  Passion for what is right, hard work, and getting actively involved are standard criteria for success.  It just doesn't happen any other way.  Of course, the next step is get "all" members to think the same way.  When this happens, those who administer the organization become one with the members.  The members' viewpoint of different issues and concerns become the same as the elected officials.  This link between the two is critical to the success of cultural change because it opens emotional gates of opportunity that allow for the energy and passion to create and sustain change. The President's work is focused on creating a philosophy and strategy for member satisfaction.  This process has taken on a variety of different forms, including in particular the "President's Report."  Dr. Robergs has identified major factors critical for supporting ASEP members through specific committee recommendations.  He has carefully crafted several forms of communication with other exercise physiologists, and has laid the founding steps in communicating with state Presidents of different state exercise science/physiology associations.  He is determined to elevate the professional status of exercise physiologists with and without the PhD degree. The ASEP Member Member satisfaction is based on knowing what the member wants and what types of quality measures can be developed to ensure respect and credibility?  Through interaction among the ASEP Board, the President, and the Chair of different committees, specific requirements have been identified and translated into workable objectives with strategies to accomplish each.  In addition, ASEP has identified three key member satisfiers and in each case has committed itself to specific goals and dates.  These commitments include: 1. National Certification 2. State Licensure 3. Accreditation Within each of these areas, specific targets have been identified.  As stated earlier, certification will get underway by October, 2000!  A Memorandum of Understanding has been sent to one state association with the intent to affiliate with ASEP.  This affiliation is expected soon, then other states will follow.  Accreditation is expected to get underway during the academic year 1999-2000, shortly after the October meeting. In short, ASEP is designed to address the concerns and needs of the exercise physiologist, BS through PhD, regarding: (1) answering questions as quickly as possible; (2) helping to locate resources; (3) solving problems; (4) making contacts and networking; and (5) demonstrating a caring professional environment.  Other reasons for ASEP overlap such areas as: 1. Announcement of Positions 2. Career Opportunities 3. Code of Ethics 4. Directory of Membership 5. Directory of Graduate Programs 6. Exercise Physiology Related Web Links 7. International Issues 8. Public Forum for Exercise Physiologists 9. Related Journals 10. Strategies: Job Search 11. Women in Exercise Physiology This means, depending on the member's specific interest, that ASEP is designed to help the developing exercise physiologist as well as the established exercise physiologist.  There is overlapping member-related areas such as finding a job, research journals, and professional development issues.  In fact, jobs are frequently listed in the ASEPNewsletter, new, first-time research articles are presented in two formats (html and pdf) in the Journal of Exercise Physiologyonline, and the professional issues, ideas, and concepts that address the professionalization of exercise physiology are presented in the PEPonline journal; all are published by ASEP.  All three electronic formats represent a "first" in the history of exercise physiology. Professionalism: Myth or Reality We call ourselves professionals.  We act and work as professionals.  Yet, at the presence time, we are a marginal profession at best.  There is still a lot of work to be done to make the transition from an occupation to a profession.    To do it correctly, we need to be more than technically good at what we do.  We need to be professional exercise physiologists, given our understanding that the authority of a profession lies in its knowledge.  We need to unite and embrace a paradigm of thinking that incorporates caring, cooperation, respect, and collaboration. The organization and time is ASEP and now.  Members are providing the emerging structure of a developing profession.  The development of exercise physiology as a professional discipline began with the realization of ASEP and its members that collectively needed to differentiate the technically prepared from the academically prepared exercise physiologists.  With ASEP's strategic intent, there is a clear direction for the development and continued professionalization of exercise physiology. Copyright ©1997-2000 American Society of Exercise Physiologists. All Rights Reserved. ASEP Table of Contents Questions/comments