Dan Heath

And they were able to realize not only would it be a lot better for the people in the hospital, it was also a lot better for them. It was actually less work to create the better system. Like here's my favorite example of that.

And they were able to realize not only would it be a lot better for the people in the hospital, it was also a lot better for them. It was actually less work to create the better system. Like here's my favorite example of that.

And they were able to realize not only would it be a lot better for the people in the hospital, it was also a lot better for them. It was actually less work to create the better system. Like here's my favorite example of that.

They had a red phone in the receiving area that they had to answer all the time with people from within the hospital complaining about their packages and asking for someone to check on them. And so, you know, they pick up the phone, they handle these complaints, they've got to go rushing around looking for the package. And that's all wasted effort.

They had a red phone in the receiving area that they had to answer all the time with people from within the hospital complaining about their packages and asking for someone to check on them. And so, you know, they pick up the phone, they handle these complaints, they've got to go rushing around looking for the package. And that's all wasted effort.

They had a red phone in the receiving area that they had to answer all the time with people from within the hospital complaining about their packages and asking for someone to check on them. And so, you know, they pick up the phone, they handle these complaints, they've got to go rushing around looking for the package. And that's all wasted effort.

Because the people in the hospital didn't want to have to call about their packages to check on them. And then to have to spend 10, 15 minutes fielding each one of these calls. When the packages start flowing and they start getting where they need to go on the right time schedule, those calls disappear. And all of a sudden, you don't have to do that work anymore.

Because the people in the hospital didn't want to have to call about their packages to check on them. And then to have to spend 10, 15 minutes fielding each one of these calls. When the packages start flowing and they start getting where they need to go on the right time schedule, those calls disappear. And all of a sudden, you don't have to do that work anymore.

Because the people in the hospital didn't want to have to call about their packages to check on them. And then to have to spend 10, 15 minutes fielding each one of these calls. When the packages start flowing and they start getting where they need to go on the right time schedule, those calls disappear. And all of a sudden, you don't have to do that work anymore.

It's actually easier to stick with the better system.

It's actually easier to stick with the better system.

It's actually easier to stick with the better system.

The heart of what I'm saying boils down to a two-part framework. If you're trying to get unstuck, number one, find leverage points. So those are those places where a little bit goes a long way, like the batch processes in this receiving area. That was a place where if they cut that out, they could get big gains quick.

The heart of what I'm saying boils down to a two-part framework. If you're trying to get unstuck, number one, find leverage points. So those are those places where a little bit goes a long way, like the batch processes in this receiving area. That was a place where if they cut that out, they could get big gains quick.

The heart of what I'm saying boils down to a two-part framework. If you're trying to get unstuck, number one, find leverage points. So those are those places where a little bit goes a long way, like the batch processes in this receiving area. That was a place where if they cut that out, they could get big gains quick.

And then the second part is about, okay, now that you've found a place to aim in the leverage points, how can you muster resources to push in that new direction? And resources might be, you know, your time or your energy or your motivation or your systems. The problem that most of us have is we don't have extra of any of those things.

And then the second part is about, okay, now that you've found a place to aim in the leverage points, how can you muster resources to push in that new direction? And resources might be, you know, your time or your energy or your motivation or your systems. The problem that most of us have is we don't have extra of any of those things.

And then the second part is about, okay, now that you've found a place to aim in the leverage points, how can you muster resources to push in that new direction? And resources might be, you know, your time or your energy or your motivation or your systems. The problem that most of us have is we don't have extra of any of those things.

You can't just walk to the office supply cabinet and pull down a satchel of cash or tap some idle employees to come off the bench. You're stuck with what you have. We have to be smart about how do we reconfigure those resources to push in a new way.

You can't just walk to the office supply cabinet and pull down a satchel of cash or tap some idle employees to come off the bench. You're stuck with what you have. We have to be smart about how do we reconfigure those resources to push in a new way.