Notes from the book
- Chapter 1
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- Humans have to deal with information overload
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- Ignorance – not knowing something
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- Ineptitude – inability to apply something correctly. Incompetence hurts more
- Checklists help
- When a new type of plane was introduced (B17) even the most experienced pilot made errors. Can be remedied with checklists
- Gaining experience and mastery is one dimension. Retaining knowledge/being diligent is not same as becoming good.
- Checklists fill the gap
- Single master expert who tracks and makes decisions on several specialized verticals no longer works
- Communication and tracking between specialists helps in making decisions as a group.
- Checklists help in scheduling communication between specialists and also tracking ground up
- Use checklists as a means to validate something has been done right. An example – Van Halen had a lengthy checklist for venues where they would go to perform. Sneak in a trivial but easy to verify item on the checklist (A bowl of M&Ms with no brown candies). If it has been carried out, you gain some confidence. Use it as a measure to determine thoroughness of verification necessary
- Bad checklists don’t work
- Precise and concise checklists work
- Short checklists are useless
- Long checklists result in people taking shortcuts
- Checklists are not detailed how to guides
- Make checklists for rare situations
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- READ-DO checklists that are recipes to follow
- DO-CONFIRM checklists for checkpointing
- Make following checklists non optional (in a non authoritarian way)
- Checklists need tweaking depending on environment or other factors even if accomplishing the same goal
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- Tailor checklists to target users
- Checklists work across domains
- Even experts are not spared from mistakes
- Checklists are additional safety nets to ensure the obvious has not been overlooked
- Develop the discipline to adhere to good checklists
- Checklists help
Chapter 2
Chapter 3
Chapter 4
Chapter 5
Chapter 6
Make checklists for regular situations
Chapter 7
Chapter 8
Chapter 9