They had made the reliable management of complexity a routine. All you ask is that they talk to one another and take responsibility. Give people the room to adapt, based on their experience and expertise. When you’re confronted with complex, nonroutine problems, push the power of decision making out to the periphery and away from the center. Believe in the wisdom of the group, the wisdom of making sure that multiple pairs of eyes were on a problem and then letting the watchers decide what to do. Don’t believe in the wisdom of the single individual, of even an expert. The checklist therefore detailed who had to talk to whom, by which date, and about what. While no one could anticipate all the problems, they could foresee where and when they might occur. The experts could make their individual judgments, but they had to do so as part of a team that took one another’s concerns into account, discussed unplanned developments, and agreed on the way forward. Managers dealt with the unexpected and the uncertain by making sure the experts spoke to one another - on X date regarding Y process. Submittal schedule specified communication tasks. What results is remarkable: a succession of day-by-day checks that guide how the building is constructed and ensure that the knowledge of hundreds, perhaps thousands, is put to use in the right place at the right time in the right way. The whole checklist is sent to the subcontractors and other independent experts so they can double-check that everything is correct, that nothing has been missed. It’s complex, that’s all.Ī line-by-line, day-by-day listing of every building task that needed to be accomplished, in what order, and when. Outcomes for complex problems remain highly uncertain. Expertise is valuable but most certainly not sufficient. Although raising one child may provide experience, it does not guarantee success with the next child. Timing and coordination become serious concerns. Success frequently requires multiple people, often multiple teams, and specialized expertise. They can sometimes be broken down into a series of simple problems. But once these are mastered, following the recipe brings a high likelihood of success. Sometimes a few basic techniques to learn. Three different kinds of problems in the world: There are substantial realms, however, in which control is within our reach. Much of the world is outside our understanding and control. Ineptitude - knowledge exists, yet we fail to apply it correctly. We have just two reasons that we may fail:Ģ. Here's the book in one sentence: You should make checklists for any complex procedures or decisions. Like Malcom Gladwell, a book that could and should have been an article, but puffed up with 200 pages of supporting stories, mostly great detailed tales of his surgeon experiences where a checklist would have come in handy. Go to the Amazon page for details and reviews. The Checklist Manifesto - by Atul Gawande | Derek Sivers Derek Sivers The Checklist Manifesto - by Atul Gawande
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