Recorded at
Toronto, Canada
—
Speaking
How Good Teams Decide Badly
The predictable ways capable teams reach poor conclusions, and the structures that interrupt them.
Event
Public Health Leadership Congress
Location
Toronto, Canada
Audience
Clinical directors and operational leaders
Format options
40-minute keynote, panel moderation, leadership team workshop
The predictable ways capable teams reach poor conclusions, and the structures that interrupt them. Uncomfortable by design, and built for teams whose decisions carry consequence quickly.
The argument
Competence does not protect a team from a bad process. Four patterns account for most of it: deference to the most senior person present, premature closure, silent disagreement, and the assumption that a shared plan means a shared understanding. None of them look like error while they are happening.
Examples are drawn from clinical settings and from outside them, so the room cannot dismiss the pattern as someone else’s problem.
Interruptions that cost nothing
The practical half is a short list of cheap interventions: a named challenger, a written pre-mortem, and a two-minute silence before agreement is recorded. Teams adopt the last one most often, usually within the month. Related notes are collected in the insights archive.
Who it is for
Clinical directors, operational leaders, and any team making consequential decisions under time pressure. Works as a keynote or a working session. To choose a format, discuss a format.
Book this talk
Bring this talk to your own room.
This session travels as a keynote, a longer workshop, a fireside, or a closed board sitting, adapted to the audience rather than repeated verbatim. Send the date and who will be in the room, and you’ll hear back directly within two working days.
Related talks
Recorded at
Toronto, Canada
—
Speaking
How Good Teams Decide Badly
The predictable ways capable teams reach poor conclusions, and the structures that interrupt them.
Event
Public Health Leadership Congress
Location
Toronto, Canada
Audience
Clinical directors and operational leaders
Format options
40-minute keynote, panel moderation, leadership team workshop
The predictable ways capable teams reach poor conclusions, and the structures that interrupt them. Uncomfortable by design, and built for teams whose decisions carry consequence quickly.
The argument
Competence does not protect a team from a bad process. Four patterns account for most of it: deference to the most senior person present, premature closure, silent disagreement, and the assumption that a shared plan means a shared understanding. None of them look like error while they are happening.
Examples are drawn from clinical settings and from outside them, so the room cannot dismiss the pattern as someone else’s problem.
Interruptions that cost nothing
The practical half is a short list of cheap interventions: a named challenger, a written pre-mortem, and a two-minute silence before agreement is recorded. Teams adopt the last one most often, usually within the month. Related notes are collected in the insights archive.
Who it is for
Clinical directors, operational leaders, and any team making consequential decisions under time pressure. Works as a keynote or a working session. To choose a format, discuss a format.
Book this talk
Bring this talk to your own room.
This session travels as a keynote, a longer workshop, a fireside, or a closed board sitting, adapted to the audience rather than repeated verbatim. Send the date and who will be in the room, and you’ll hear back directly within two working days.