Goktug Yilmaz's Reviews > The Checklist Manifesto: How to Get Things Right

The Checklist Manifesto by Atul Gawande
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Tips for building good checklists:

- Make them precise.
- They should be efficient, to the point, and easy to use even in the most difficult situations.
- Do not try to spell out everything.
- Provide reminders of only the most critical and important steps – the ones that even highly skilled professionals using them could miss.
- Above all, make sure they are practical.

Here are three suggestions on how you can implement checklists more effectively:

1. Identify areas of opportunity: What areas of your business could benefit from a checklist? How could you begin to reduce the number of mindless mistakes that lead to unhappy customers, failed execution, or even something far worse?
2. Check your ego: Ego more than anything seems to be the largest obstacle to implementing checklists. They are a tool to combat the increasingly complex nature of our lives.
3. Curate: Not everything requires a checklist, nor are they effective for every situation. The key is using them only in the most essential places and to be diligent about making them practical and precise.

DO-CONFIRM checklist:
Team members perform their jobs from memory and experience, often separately. But then they stop. They pause to run the checklist and confirm that everything that was supposed to be done was done.

READ-DO checklist:
people carry out the tasks as they check them off - it’s more like a recipe.

DO-CONFIRM > READ-DO


VENTURE CAPITALISTS STYLES OF THINKING:

“Art Critics”
Assesses entrepreneurs almost at a glance, the way an art critic can assess the quality of a painting - intuitively and based on long experience.

“Sponges”
Took more time gathering information about their targets, soaking up whatever they could from interviews, on-site visits, references, and the like. Then they went with whatever their guts told them.

“Prosecutors”
Interrogated entrepreneurs aggressively, testing them with challenging questions about their knowledge and how they would handle random hypothetical situations.

“Suitors”
Focused more on wooing people than on evaluating them.

“Terminators”
Saw the whole effort as doomed to failure and skipped the evaluation part. They simply bought what they thought were the best ideas, fired entrepreneurs they found to be incompetent, and hired replacements.

“Airline Captains.”
Took a methodical, checklist-driven approach to their task. Studying past mistakes and lessons from others in the field, they built formal checks into their process. They forced themselves to be disciplined and not to skip steps, even when they found someone they “knew” intuitively was a real prospect.
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Reading Progress

June 24, 2015 – Started Reading
June 24, 2015 – Shelved
July 19, 2015 – Finished Reading

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