The checklist also included what they called a “team briefing.” The team members were supposed to stop and take a moment simply to talk with one another before proceeding—about how long the surgeon expected the operation to take, how much blood loss everyone should be prepared for, whether the patient had any risks or concerns the team should know about. Reznick had never heard about the demise of Master Builders, but he had gravitated intuitively toward the skyscraper solution—a mix of task and communication checks to manage the problem of proliferating complexity—and so had others, it turned
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