My review of Atul Gawande’s latest book The Checklist Manifesto focused, by design, on the broad scope of the book. Within that “big picture” lesson, though, are many smaller, more specific lessons to be learned.
No, the real lesson is that under conditions of true complexity – where the knowledge required exceeds that of any individual and unpredictability reigns – efforts to dictate every step from the center will fail. People need room to act and adapt. Yet they cannot succeed as isolated individuals, either – that is anarchy….
[U]nder conditions of complexity, not only are checklists a help, they are required for success. There must always be room for judgment, but judgment aided – and even enhanced – by procedure.
During this discussion, he refers back to what he had learned from the skyscraper-building industry, that they had figured out how to put an understanding of complexity into a series of checklists. That they had, in Gawande’s words, “made the reliable management of complexity a routine.”
What makes this even more fascinating is how the checklist, the lowly checklist that Steven Levitt had no interest in (until reading this book), can help simplify the execution of complexity even when the team members have never before worked together.
Just think what they could do for a team that works together all the time.