But take a look anyway, if you have an interest in process improvement in hospitals. This is a collection of my best posts on this topic.

Tuesday, December 17, 2013

On learning organizations

Please check out this new article I wrote for the Athenahealth Leadership Forum.  The lede:

A colleague once said, “Every plan is excellent, until it’s tested. It’s execution that’s the problem.” And so it is. 


Project advocates enter every endeavor with a theory of the case, a vision of how things should be. But, as my late colleague Donald Schön noted, reflective practitioners are constantly reviewing the evidence to modify their framework in response to reality.

Lean organizations understand that there is no group of central planners clever enough to design an optimum complex process. Lean leaders do not lack for a strong purpose—indeed audacious goals are favored—but neither do they lack humility. 

Lean and other similarly designed organizations can only exist where the senior leadership is a strong advocate for the proposition that reflective practice is the best way to achieve outstanding performance for their customers. The leaders of such organizations embed that modesty and reflection in every aspect of their lives.

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