Fixing Healthcare From The Inside, Today
Available through HBS… this is written by Steven J. Spear, a former Harvard professor who has written about Toyota quite a bit.
He has since left and joined the Institute for Healthcare Improvement, focusing on lean in healthcare.
The focus of this article is much like his Toyota writings — it focuses on the problem solving and continuous improvement aspects of the Toyota Production System culture, one of the key points being that all work needs to be designed/improved so that steps are “unambiguous”, helping to prevent mistakes caused by wrong expectations of who is doing what in a chaotic situation.
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If you’re working to build a culture where people feel safe to speak up, solve problems, and improve every day, I’d be glad to help. Let’s talk about how to strengthen Psychological Safety and Continuous Improvement in your organization.
