What would be some feedback that could be provided for this response? Agree or disagree?

1. There are about 100 million surgeries in the U.S. each year. If surgical teams do their jobs correctly 99% of the time, this still means 1 million people are harmed by surgical mistakes. In terms of driving results, what do you think is a reasonable goal?

In terms of driving results, I think that we can hope for even better outcomes in surgeries. While 1% may not seem like a dangerous number when 99% of surgeries are going well, you have to take a step back and look at the idea that if that's 100million surgeries then 1 million are still harmful. That number places a better emphasis on the problem and brings up the reason we need driving results to achieve better numbers. Driving results have the power to fine tune a process and invent a streamlined machine with even fewer errors leading to far less harm. If we use driving results to set clear objectives, communicate, communicate, communicate, focus on our purpose, offer the best tools available, etc. then we can hope to achieve better results. If we continue to work on this process and reiterate the importance of lowering surgical harm, we can lower those numbers even more. I think with driving results pushing us towards our goal we could reasonably hope to cut the number of harmful surgeries in half to .5%. I think that's a very achievable goal if we work as a team to bring it about. It's still a large number in terms of people being injured, but if we were able to achieve that, perhaps we could shoot for an even lower number. One step at a time to fine tune and hone our results.

2. The required readings from Jim Collins and Patrice Spath focus on two different areas, in my opinion. Collins emphasizes the culture of improvement, while Spath emphasizes the practice of improvement. Describe the 1 or 2 most important things you learned from each article.

There are differences in the realm of improvement that can be derived from this articles. The culture of improvement has a different from the practice of improvement. In my own words, I would say that the culture of improvement is the idea that as a group we will come up with a plan to come up with a different landscape and feeling in our departments that revolve around the idea of we want to improve our care and we want to improve our teamwork and we really want to improve in all areas. The idea of the practice of improvement in my mind takes a more hands on approach where it's more than just an idea it's the actual putting in of work to create improvements. From these readings we can learn that there is a discernible difference between creating a culture of improvement and the practice of improvement. While they are both important to move towards improving your workspace and work force, they are fundamentally different. One has to decide which route they are more interested in going in when they move themselves and their group towards improvement. As they are different approaches, they take different strategies and will have different effects on different kinds of workers. All things to consider when implementing new plans.