› history of checklists and how lives were saved by empowering nurses to point out that surgeons forgot some step
It goes a lot beyond disagreeing at meetings though. There's a ton of research on the social dynamics leading to erroneous decisions, mostly steaming from too much power concentrated on one side.
On the nurse example, I assume we're talking about instruments left inside the patient's body for instance ? These kind of issues are not just solved with prep talking nurses into voicing their concerns, and include reworking procedures, building "rituals" and checklists as you mention. Nurses speaking up are part of a whole framework
Same way Toyota didn't just empower their employees, they famously setup a reporting system to give the employees an official path to offer their insights, paired with incentives and rewards.
›those idiots in (other team)"?
In my experience these people will still assert they are respectful, listen to constructive feedback and are open to any pertinent idea. And it might actually be true inside their team or towards a limited set of people.
The issues you point at are real and and sometimes widespread within an org, but it will usually be a lot more nuanced than how it's presented in the article, to the point where the advice doesn't really apply.
It's like asking people to not be racist. Most will balk at that characterization, and actually dealing with the issue will require a lot more workarounds but also properly identifying the exact problematic behavior, in a non cartoon villain way.
It goes a lot beyond disagreeing at meetings though. There's a ton of research on the social dynamics leading to erroneous decisions, mostly steaming from too much power concentrated on one side.
On the nurse example, I assume we're talking about instruments left inside the patient's body for instance ? These kind of issues are not just solved with prep talking nurses into voicing their concerns, and include reworking procedures, building "rituals" and checklists as you mention. Nurses speaking up are part of a whole framework
Same way Toyota didn't just empower their employees, they famously setup a reporting system to give the employees an official path to offer their insights, paired with incentives and rewards.
›those idiots in (other team)"?
In my experience these people will still assert they are respectful, listen to constructive feedback and are open to any pertinent idea. And it might actually be true inside their team or towards a limited set of people.
The issues you point at are real and and sometimes widespread within an org, but it will usually be a lot more nuanced than how it's presented in the article, to the point where the advice doesn't really apply.
It's like asking people to not be racist. Most will balk at that characterization, and actually dealing with the issue will require a lot more workarounds but also properly identifying the exact problematic behavior, in a non cartoon villain way.