![]() This only includes office visits and excludes patients seen in a hospital. The average physician evaluates an average of 250 different primary diseases and conditions annually. The author asked Harvard Vanguard for some stats on their physicians, these are the results. Each with different requirements, risks, and considerations. The 9th edition of the World Health Organization’s international classification of diseases lists more than 13,000 different diseases, syndromes, and types of injury.Ĭlinicians now have at their disposal 6,000 drugs and 4,000 medical and surgical procedures. ![]() Medicine has become the art of managing extreme complexity. Chapter 1: The Problem of Extreme Complexity One that builds on experience and takes advantage of the knowledge people have, but somehow also makes up for our inevitable human inadequacies. That is why we need a different strategy for overcoming failure. Knowledge has both saved us and burdened us. The volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. The capability of individuals is not proving to be our primary difficulty. But if the knowledge exists, and is not applied correctly, it is difficult not to be infuriated.ĭefeat under conditions of complexity occurs far more often, despite great effort rather than from a lack of great effort. If the knowledge of the best thing to do in a given situation does not exist, we are happy to have people simply make their best effort. The problem we face today is making sure we apply the knowledge we have, consistently, and correctly.įailures of ignorance we can forgive. Ineptitude – the knowledge exists but we fail to apply it correctly.Ignorance – we err because of partial understanding.Two reasons we fail in realms where we have control: Many things are outside of our understanding and control. One reason is “necessary fallibility” which mean that some things are simply beyond our capacity. The author set out to answer this question: Why do we fail at what we set out to do in the world? How can we be sure we are applying this knowledge correctly?.How can we be sure we have the right knowledge in hand?.Can checklists help avert failure when the problems combine everything from the simple to the complex?.What do you do when even the super-specialists fail?.What do you do when expertise is not enough?.Why do we fail at what we set out to do in the world?.Under conditions of complexity, checklists are required for success.Checklists can provide protection against elementary errors.Checklists provide a kind of cognitive net, they catch mental flaws of memory, attention, and thoroughness inherent in all of us.Checklists establish a higher standard of baseline performance.Checklists help with memory recall and clearly set out the minimum necessary steps in each process.They instill a discipline of higher performance. ![]() A checklist reminds us of the minimum necessary steps that must be taken and makes them explicit.The principles of checklists are applicable to most professions.Īuthor’s website: My Favorite Quote s Overall I liked the book, it is geared a lot towards the medical profession but there are other applications throughout the book. ![]() Just reading about the book inspired me to create several checklists for my workplace. Over the years I’ve heard many people reference this book and it has been on my reading list for some time. If you don’t read anything else on the summary, I suggest reading my notes on chapter 4. My favorite part of the book is the Van Halen “no brown M&Ms” contract clause discussed in chapter 4.
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