First they throw the flowers. Then they throw the pot.
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Please check out this new article I've written for the athenahealth Health Leadership Forum, one in an occasional series. Comments are welcome there or here.
How's this for a lesson plan? Serendipity is allowed . . . and even encouraged. It is a philosophy set forth by Ed Moriarty , an instructor at MIT's Edgerton Center. Opening the doors of the strobe lab for "that Saturday thing," as it is called by the students, Ed provides mentorship and asks challenging questions of children and adults of all ages who drop by to play and experiment. Here is learning at its most creative, combining physical manipulation of electrical components with thoughtful observation. There is no syllabus, just the joy of learning. We were giving some friends a tour of MIT and we had explained that the philosophy of play is an important component of life at MIT. We walked by the strobe lab at an opportune moment and were immediately hijacked by Ed. He said, "Hey, come in here. I want to show you some stuff." He borrowed a circuit that eight-year-old Amelia had constructed and asked us, "What kind of shadow is created when you ...
The Risk Management Foundation of CRICO recently supported a research program to test the effectiveness of 360 degree reviews in influencing surgeons' communication and behavioral skills. The results were just published in the Journal of the American College of Surgeons . The context was important: The program was deployed as part of a long-standing, surgical chief-led patient safety and quality collaborative. The collaborative had previously constructed a Code of Excellence (COE), an explicit description of behaviors expected of all surgeons within their departments. The 360 degree evaluation process was designed to assess progress towards these standards. Here's how the study was designed: Three hundred and eighty five surgeons in a variety of specialties [in the Harvard hospitals] underwent 360-degree evaluations with a median of 29 reviewers each. Beginning six months after evaluation, surgeons, department heads, and reviewers completed follow-up surveys evaluating...
"In 2009, three medical facilities in the comarca del Garraf, near Barcelona, merged into one organization, the Consorci Sanitari del Garraf. Faced with a 17% budget cut, a result of the financial crisis, the newly created hospital had to find a way to improve its processes and become more efficient." This is a really sweet story from Spain that illustrates how you don't need lots of money and extra resources to apply Lean thinking. Read the text, but really watch the videos to get a feel for how it happened.
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