Dan Heath

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.

Yeah, well said. I remember years ago I talked to this kind of genius systems thinker named Steven Spear and I was asking him about some of the changes that he'd seen. And he said that change tends to start with an insufferable frustration. You know, when people just, you know, fed up and they're like, you know, we want this to be different, that's often the motivating factor.

Yeah, well said. I remember years ago I talked to this kind of genius systems thinker named Steven Spear and I was asking him about some of the changes that he'd seen. And he said that change tends to start with an insufferable frustration. You know, when people just, you know, fed up and they're like, you know, we want this to be different, that's often the motivating factor.

Yeah, well said. I remember years ago I talked to this kind of genius systems thinker named Steven Spear and I was asking him about some of the changes that he'd seen. And he said that change tends to start with an insufferable frustration. You know, when people just, you know, fed up and they're like, you know, we want this to be different, that's often the motivating factor.

Now, that said, I think all of us can play a role in helping other people discover that insufferable frustration. You know, imagine if you were in the receiving area And you took one of your colleagues to like another hospital in Chicago and showed them how theirs worked.

Now, that said, I think all of us can play a role in helping other people discover that insufferable frustration. You know, imagine if you were in the receiving area And you took one of your colleagues to like another hospital in Chicago and showed them how theirs worked.

Now, that said, I think all of us can play a role in helping other people discover that insufferable frustration. You know, imagine if you were in the receiving area And you took one of your colleagues to like another hospital in Chicago and showed them how theirs worked.

And it was clean and there weren't piles of boxes and they weren't answering frustrated calls and the packages were just zipping along. Like an experience like that has a way of creating an insufferable frustration. Like why do we have, why is ours so much worse? Why do we have to live like this? And so I think we can help unite and rally our colleagues around a new direction.

And it was clean and there weren't piles of boxes and they weren't answering frustrated calls and the packages were just zipping along. Like an experience like that has a way of creating an insufferable frustration. Like why do we have, why is ours so much worse? Why do we have to live like this? And so I think we can help unite and rally our colleagues around a new direction.

And it was clean and there weren't piles of boxes and they weren't answering frustrated calls and the packages were just zipping along. Like an experience like that has a way of creating an insufferable frustration. Like why do we have, why is ours so much worse? Why do we have to live like this? And so I think we can help unite and rally our colleagues around a new direction.

One thing that really struck me, what I call considering the goal of the goal. I came across the story of a guy named Ryan Davidson. So he buys a new truck, a Ram truck at a dealership. And then within hours of him driving off the lot, they're immediately pestering him about to fill out a survey about the experience he had.

One thing that really struck me, what I call considering the goal of the goal. I came across the story of a guy named Ryan Davidson. So he buys a new truck, a Ram truck at a dealership. And then within hours of him driving off the lot, they're immediately pestering him about to fill out a survey about the experience he had.

One thing that really struck me, what I call considering the goal of the goal. I came across the story of a guy named Ryan Davidson. So he buys a new truck, a Ram truck at a dealership. And then within hours of him driving off the lot, they're immediately pestering him about to fill out a survey about the experience he had.

And when I say pester, I mean at least five different people from the dealership hit him up in at least three different media, email, texting, calling. I mean, just hounding the guy. And not just for insight, they wanted like positive scores. I mean, they basically said as much. We would really appreciate positive scores on these surveys. And so Davidson kind of reluctantly fills out this survey.

And when I say pester, I mean at least five different people from the dealership hit him up in at least three different media, email, texting, calling. I mean, just hounding the guy. And not just for insight, they wanted like positive scores. I mean, they basically said as much. We would really appreciate positive scores on these surveys. And so Davidson kind of reluctantly fills out this survey.

And when I say pester, I mean at least five different people from the dealership hit him up in at least three different media, email, texting, calling. I mean, just hounding the guy. And not just for insight, they wanted like positive scores. I mean, they basically said as much. We would really appreciate positive scores on these surveys. And so Davidson kind of reluctantly fills out this survey.

Probably all of us have been through some form of this. And after he's been pestered and pestered and pestered and pestered for feedback, he fills it out, gives them the feedback, never hears from anyone again, except for his salesperson who texts him to complain about not being given all 10 out of 10s on the survey. And when you think about a charade like that,

Probably all of us have been through some form of this. And after he's been pestered and pestered and pestered and pestered for feedback, he fills it out, gives them the feedback, never hears from anyone again, except for his salesperson who texts him to complain about not being given all 10 out of 10s on the survey. And when you think about a charade like that,

Probably all of us have been through some form of this. And after he's been pestered and pestered and pestered and pestered for feedback, he fills it out, gives them the feedback, never hears from anyone again, except for his salesperson who texts him to complain about not being given all 10 out of 10s on the survey. And when you think about a charade like that,

I think what's going on is at some point people thought, hey, we want to deliver a good experience for people who buy cars and trucks from us. Okay, so far, so good. We need things to measure so that we know if we're getting better or worse. Okay, well, let's try a survey at the end. That makes sense. Okay, so far, so good. But then sometimes these goals just take on a life of their own.