Atul Gawande makes a compelling argument that we can do better, using the simplest of methods: the checklist.
The volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. The wording should be simple and exact, Boorman went on, and use the familiar language of the profession. You must define a clear pause point at which the checklist is supposed to be used (unless the moment is obvious, like when a warning light goes on or an engine fails). In the face of an extraordinarily complex problem, power needed to be pushed out of the center as far as possible.
Trust that what causes alarm probably should, because when it comes to danger, intuition is always right in at least two important ways: 1.
When people are telling the truth, they don’t feel doubted, so they don’t feel the need for additional support in the form of details. Declining to hear “no” is a signal that someone is either seeking control or refusing to relinquish it. Every day we experience the uncertainty, risks, and emotional exposure that define what it means to be vulnerable, or to dare greatly. Fitting in is about assessing a situation and becoming who you need to be in order to be accepted.
If you roughly divide the men and women I’ve interviewed into two groups—those who feel a deep sense of love and belonging, and those who struggle for it—there’s only one variable that separates the groups: Those who feel lovable, who love, and who experience belonging simply believe they are worthy of love and belonging.
Martin Buber, an Austrian-born philosopher, wrote about the differences between an I-it relationship and an I-you relationship. Habits, scientists say, emerge because the brain is constantly looking for ways to save effort.
This is how new habits are created: by putting together a cue, a routine, and a reward, and then cultivating a craving that drives the loop. Rather, to change a habit, you must keep the old cue, and deliver the old reward, but insert a new routine. The PC principle is to always treat your employees exactly as you want them to treat your best customers. For our purposes, we will define a habit as the intersection of knowledge, skill, and desire.


I have included some links below If you would like to read more & pickup any of the books mentioned.
In riveting stories, he reveals what checklists can do, what they can’t, and how they could bring about striking improvements in a variety of fields, from medicine and disaster recovery to professions and businesses of all kinds. In the absence of a true Master Builder—a supreme, all-knowing expert with command of all existing knowledge—autonomy is a disaster. When people lie, however, even if what they say sounds credible to you, it doesn’t sound credible to them, so they keep talking. With strangers, even those with the best intentions, never, ever relent on the issue of “no,” because it sets the stage for more efforts to control.
Brene Brown offers a powerful new vision that encourages us to dare greatly: to embrace vulnerability and imperfection, to live wholeheartedly, and to courageously engage in our lives. Whether the arena is a new relationship, an important meeting, our creative process, or a difficult family conversation, we must find the courage to walk into vulnerability and engage with our whole hearts. Belonging, on the other hand, doesn’t require us to change who we are; it requires us to be who we are. They don’t have better or easier lives, they don’t have fewer struggles with addiction or depression, and they haven’t survived fewer traumas or bankruptcies or divorces, but in the midst of all of these struggles, they have developed practices that enable them to hold on to the belief that they are worthy of love, belonging, and even joy. An I-it relationship is basically what we create when we are in transactions with people whom we treat like objects—people who are simply there to serve us or complete a task. With penetrating intelligence and an ability to distill vast amounts of information into engrossing narratives, Duhigg brings to life a whole new understanding of human nature and its potential for transformation. That’s the rule: If you use the same cue, and provide the same reward, you can shift the routine and change the habit.
Most of the time, these cravings emerge so gradually that we’re not really aware they exist, so we’re often blind to their influence. They’re encoded into the structures of our brain, and that’s a huge advantage for us, because it would be awful if we had to relearn how to drive after every vacation. First, there is a cue, a trigger that tells your brain to go into automatic mode and which habit to use. Covey presents a holistic, integrated, principle-centered approach for solving personal and professional problems. Reactive people are driven by feelings, by circumstances, by conditions, by their environment.


They not only offer the possibility of verification but also instill a kind of discipline of higher performance.
But the evidence suggests we need them to see their job not just as performing their isolated set of tasks well but also as helping the group get the best possible results. People seeking to control others almost always present the image of a nice person in the beginning.
If we cultivate enough awareness about shame to name it and speak to it, we’ve basically cut it off at the knees.
But as we associate cues with certain rewards, a subconscious craving emerges in our brains that starts the habit loop spinning. So unless you deliberately fight a habit—unless you find new routines—the pattern will unfold automatically.
Proactive people are driven by values—carefully thought about, selected and internalized values. Instead, they provide reminders of only the most critical and important steps—the ones that even the highly skilled professionals using them could miss. This requires finding a way to ensure that the group lets nothing fall between the cracks and also adapts as a team to whatever problems might arise.
Like rapport-building, charm and the deceptive smile, unsolicited niceness often has a discoverable motive. There’s something deeper, more visceral going on when people walk away not only from saving lives but from making money.
Just the way exposure to light was deadly for the gremlins, language and story bring light to shame and destroy it. It runs counter to deeply held beliefs about how the truly great among us—those we aspire to be—handle situations of high stakes and complexity.



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