Over the years, humankind has gained extensive knowledge in various fields, including health, communication, education, and many others. Significant progress has been made in health care where doctors have learned to save people from critical injuries and diseases. However, despite the development, experienced and highly trained individuals still make avoidable mistakes regularly. With increasing cases of mistakes and errors, particularly in the medical field, Atul Gawande, a surgeon, decided to examine the possible causes and solutions to avoid such mistakes. In his bid, he discovered a potential solution to making things rights. He suggested the use of checklists in getting things rights. This book report will summarize key points in the book “The Checklist Manifesto: How to Get Things Right.” by Atul Gawande.
According to Gawande (2010), the complexity and volume of what people know have exceeded their personal ability to deliver their benefits reliably, safely, and correctly. Regardless of the effort that one makes, missing one key thing might make everything appear like you did not make any effort. The surgeon believes that a checklist can protect against such failures. The checklist reminds an individual of steps that they can make to avoid the mistakes; they instill discipline and enhance possibility verification for better performance.
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Gawande (2010) indicates that the simplicity of having the nurses and doctors in the ICU help develop their checklists for they thought ought to be done every day to improve healthcare consistency to the point that the average time that a patient spends in ICU reduces by half. The checklist can defend everyone in the society against failure, including the experienced; this applies to many tasks than we ever imagined. A checklist can help under complexity conditions to bring success to aid judgment.
According to Gawande’s book, when making a checklist, there are several critical decisions to make, including defining the exact pose point where the checklist is supposed to be used and deciding whether use the READ-DO checklist or DO-CONFIRMM checklist. In the READ-DO checklist, the tasks are carried out as they check them out, while in the DO-CONFIRM checklist, members perform their talks based on experience and memory. The checklist should be short and kept between 5 items and nine items, limiting work memory.
Reference
Gawande, A. The checklist manifesto: how to get things right. 2010. Henry Holt and Company, New York , 13.
