![]() Just reading about the book inspired me to create some checklists for my your. ![]() On the years I’ve heard many people reference this book and it has been on my reading inventory for some time. Knowing each others' names resulted in greater job satisfaction and teamwork like giving permission to speak. If you don’t read anything another about the summary, I suggest reading my notes on chapter 4. Checklist institutionalized introductions of people to each other. Gawande describes a concept in psychology called the "activation phenomenon" – where giving people a chance to say something at the start of a procedure seems to activate their sense of participation and responsibility and their willingness to speak up. Gawande points to the largest pay for performance medical trial where gains have only been modest 2-4 percent – “expensive, incremental and of limited benefit.” Checklists can be used to force people to talk to each other a strategy to foster teamwo rk. Incentives, however, ma y not be practical. They didn’t force anyone to use the checklist but started by gathering data of infections, having insurers pay small bonuses for participation at first, through the “Keystone Initiative” also required senior hospital executive participation and involvement and gave responsibility for checklist to least powerful people in process (the nurses). He didn’t have full faith in the review for a tool for surgeons until it protected a person’s life. After improving one checklist and continuing to see positive results, Gawande ends the book with some reservations. ![]() Gawande discusses a study using a basic checklist to prevent central line infections – checklists, he notes, established higher standard of baseline performa nce. Book Summary - The Checklist Manifesto: How To Get Things Right. Implementing checklists can also be a behavior change vehicle. Many things are outside of our understanding and control. They offer possibility of verification bu t also instill discipline of higher performance. Introduction The author set out to answer this question: Why do we fail at what we set out to do in the world One reason is necessary fallibility which mean that some things are simply beyond our capacity. Checklists can help with memory recall and clearly set out minimum steps necessary in a process. ![]()
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