Some time ago, I came up with a new presentation idea that I tentatively titled “The magic of checklists.” The idea is to demonstrate how checklists can improve tasks in any organization. I have a number of ideas regarding this presentation, and I’ll expand upon them in a future ‘blog article.
As preparation for this idea, I assigned myself some homework. My friend, Greg Moore, recommended a book to read: The Checklist Manifesto by Atul Gawande. I borrowed a copy from the local library and started reading.
The book (which I’m still reading) is turning out to be an excellent read: so much so that I’m considering purchasing my own copy, instead of just relying on the one I borrowed from the library. (This way, I can use a highlighter and scribble my own notes in the book.). Yes, it reinforces my ideas about using a checklist to improve upon workplace tasks. But I’m also discovering that there is so much more. Reading this book has enlightened me on numerous ideas that had never occurred to me.
The book hits upon numerous concepts, each of which is worth an entire presentation in their own right. Among them: the importance of communication, organizational structure, teamwork, crew/team resource management, keeping an open mind, empowering a team, following instructions, making adjustments, and doing the right thing. (Since I’m not yet finished with the book, there are likely a number of other concepts I haven’t mentioned that I haven’t yet come across.). When I first picked up the book, my initial thought was, “how much can there be about a simple checklist?” I’ve since learned that a checklist — any checklist, no matter how small — is not simple. And while a checklist is an important tool, it is also a big part of an even bigger process. All the ideas I listed several sentences ago are all part of that process.
I’d like to relay a story I came upon in the book. David Lee Roth of Van Halen was famously known for canceling concerts if his instructions for leaving a bowl of M&Ms with the brown ones removed in the dressing room were not followed. Many people — myself included — decried him for these seemingly cockamamie instructions. However, there was a method to his madness. It turned out that this was a test. If that instruction hadn’t been followed, then it was possible that another critical instruction — like, say, installing bracing to ensure the stage didn’t collapse — had not been followed. (And before you think instructions like these can’t be missed, they can, and they have — sometimes, with disastrous consequences.) It goes to show that there is always more to the story.
Once I finish reading this book and can organize my thoughts, I’ll put out another article and another presentation (hopefully, coming soon to a SQL Saturday near you). In the meantime, I highly recommend this book. Maybe it’ll change your perspective the way it has changed mine.