Quotes About Teamwork

If I have to win one game, I'd have a hard time taking anybody over Dustin Pedroia as my second baseman.

We just have to go out there and play and take one game at a time. We have to know everybody will play the best game they can.

In 1960 when Pittsburgh beat us in the World Series, we outscored them 55-27. It was the only time I think the better team lost. I was so disappointed I cried on the plane ride home.

We're gonna get some time to sit down individually with each player and see what their role is.

It takes a thousand men to invent a telegraph, or a steam engine, or a phonograph, or a telephone or any other important thing-and the last man gets the credit and we forget the others.

There was not a man in the party but believed that with a little practice he could stand in a row, especially if there were others along;

Company would be a palpable improvement

My boys were experts in all sorts of things, from the stoning up of a well to the constructing of a mathematical instrument. An hour before sunrise we had that leak mended in shipshape fashion, and the water began to rise.

AN OBSERVATION*** A pair of train guards. A pair of grave diggers. When it came down to it, one of them called the shots. The other did what he was told. The question is, what if the 'other' is a lot more than one?

Oh, I almost forgot to mention...I'm the good cop, he's the bad cop. - Tupolski

Oh, I almost forgot to mention... I'm the good cop, he's the bad cop! - Tupolski

Holmes glanced at me and raised his eyebrows sardonically. "With two such men as yourself and Lestrade upon the ground, there will not be much for a third party to find out," he said.

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.

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.

Yet, in the course of fifty cases, some teams managed to halve their operating time while others failed to improve at all. Practice, it turned out, did not necessarily make perfect.

The medical officer's microplan was a sheaf of ragged paper, with marker-drawn maps and penciled-in tables. The first page said that he had recruited twenty-two teams of two vaccinators each to cover a population of 34,144 people. "How do you know this population estimate is right?" Pankaj asked. The officer replied that he'd done a house-to-house survey.

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.

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.

The front row is occupied by the most senior surgeons:

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.