Quotes About Collaboration

We can all get more together than we can apart. And this is the way we gain power. Power is the ability to achieve purpose, power is the ability to effect change, and we need power.

Hans Christian Andersen: We co-write them. I just don't do any of the writing. I change the bits I don't like and then erase all the rest from history. I'm more like a German theatre director. Or, y'know, a German generally.

Woman helps man glorify God in a way he could not do if she did not exist.

The trouble with life sometimes is that we are all in it together.

nothing clears up a case so much as stating it to another person

Emphasis and implication are complementary techniques. The first bullies the audience into acceptance; the second entices it into mental collaboration; the first forces the offer down the consumer's throat; the second tantalizes, to whet his appetite.

All decisive advances in the history of scientific thought can be described in terms of mental cross-fertilization between different disciplines.

the artist rules his subjects by turning them into accomplices.

We are used to thinking of doctoring as a solitary, intellectual task. But making medicine go right is less often like making a difficult diagnosis than like making sure everyone washes their hands.

Much of our work today has entered its own B-17 phase. Substantial parts of what software designers, financial managers, firefighters, police officers, lawyers, and most certainly clinicians do are now too complex for them to carry out reliably from memory alone. Multiple fields, in other words, have become too much airplane for one person to fly. Yet it is far from obvious that something as simple as a checklist could be of substantial help.

The philosophy is that you push the power of decision making out to the periphery and away from the center. You give people the room to adapt, based on their experience and expertise. All you ask is that they talk to one another and take responsibility. That is what works. The

No, the more familiar and widely dangerous issue is a kind of silent disengagement, the consequence of specialized technicians sticking narrowly to their domains. "That's not my problem" is possibly the worst thing people can think, whether they are starting an operation, taxiing an airplane full of passengers down a runway, or building a thousand-foot-tall skyscraper.

The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an "activation phenomenon." Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These

We always hope for the easy fix: the one simple change that will erase a problem in a stroke. But few things in life work this way. Instead, success requires making a hundred small steps go right - one after the other, no slipups, no goofs, everyone pitching in. We are used to thinking of doctoring as a solitary, intellectual task. But making the medicine go right is less often like making a difficult diagnosis than like making sure everyone washes their hands.

He even put me in touch with former colleagues and patients. His only request was that I not use his real name.

Just ticking boxes is not the ultimate goal here. Embracing a culture of teamwork and discipline is. And if we recognised the opportunity, the two-minute WHO checklist is just a start.

The philosophy is that you push the power of decision making out to the periphery and away from the center. You give people the room to adapt, based on their experience and expertise. All you ask is that they talk to one another and take responsibility. That is what works.

he relied on me for surgical expertise.

He and Segal conferred and thought of one other thing they could try

people who don't know one another's names don't work together nearly as well as those who do.

he had to give up the firm to his partners.

With a DO-CONFIRM checklist, he said, team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done. With a READ-DO checklist, on the other hand, people carry out the tasks as they check them off--it's more like a recipe.

Just ticking boxes is not the ultimate goal here. Embracing a culture of teamwork and discipline is.

The job of doctors is to supply up-to-date knowledge and skills. The job of patients is to supply the decisions.