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Hardwiring Excellence: Purpose, Worthwhile Work, Making A Difference ペーパーバック – イラスト付き, 2004/3/30
- 出版社 : Fire Starter Pub; Illustrated版 (2004/3/30)
- 発売日 : 2004/3/30
- 言語 : 英語
- ペーパーバック : 280ページ
- ISBN-10 : 0974998605
- ISBN-13 : 978-0974998602
- 寸法 : 15.24 x 1.78 x 22.86 cm
- Amazon 売れ筋ランキング: - 551,670位洋書 (の売れ筋ランキングを見る洋書)
There is a lot to know and learn, both knowledge and skill, and not at the bedside (critical though that is as well). This is about what organizations can do to keep patients safer and run more efficiently - thankfully, they go hand in hand.
And it is widely acknowledged that, despite some impressive gains, we have just started on the long journey to realizing a higher potential.
Studer, a former hospital CEO who now runs a "coaching" (more than "consulting") company, has written this book which I found a bit formulaic and repetitive. That does not diminish his own expertise, nor that he shares it in this exposition.
His people have said that his company has other works which may be equally worth reading, but Hardwiring Excellence was one of the first and remains their most popular.
Compare it with "If Disney Ran Your Hospital" (owned but not yet read) and "Good to Great" about systems in general, not healthcare specifically (consistently recommended for those starting in this field, but I haven't read it yet either).
If you're anywhere near health-care, then for the love of all we hold dear, please realize how very much we need this kind of message. Hardwiring Excellence is a great way to start.
Near the beginning, when Studer tells the story of struggling to get an under-performing hospital back on track, then i) he went away and got training (!), and after several failed attempts at various initiatives, went back to a floor-nurse he had talked with some months earlier and said something like, "I'm Quint Studer, COO (at that time). So: I work for you. What do you need to do your job better?" Much to his surprise, i) she wanted to do her job better and ii) was able to tell him some concrete things right away which he could implement and see in action.
Thus started is own transformation. (And that's important - we all want everyone else to transform, but we have to transform ourselves.)
But readers shouldn't fear the "Kumbaya" syndrome. One of the sections of Hardwiring Excellence includes instruction on how to deal with a persistently under-performing manager, and how important it is, if remediation ultimately fails, to fire them!
But there are many steps in between, about how to motivate, train and organize workers to higher levels of functioning, working "differently" more than "harder", and that's a message we desperately need to hear ... and incorporate.