Dr. Richard Winters

Then I become an emergency medicine resident and now I know how to take care of patients when they come in the door. like with lots of different things, that's all process and knowledge coming together. And so as leaders, we have a lot of knowledge. I think a lot of us coming together as organizations is having the processes that help us to come together and look around kind of blind spots.

And it's helpful for us to develop this sort of common language about that. And so like, let me refer back to the, you know, as I was talking about the Kenevan framework, it's helpful for us to know that there are certain situations where best practice work. Where these are the things that we've always done and they always work in the situation. Like I know how to sit in a chair, bottom first.

And it's helpful for us to develop this sort of common language about that. And so like, let me refer back to the, you know, as I was talking about the Kenevan framework, it's helpful for us to know that there are certain situations where best practice work. Where these are the things that we've always done and they always work in the situation. Like I know how to sit in a chair, bottom first.

And it's helpful for us to develop this sort of common language about that. And so like, let me refer back to the, you know, as I was talking about the Kenevan framework, it's helpful for us to know that there are certain situations where best practice work. Where these are the things that we've always done and they always work in the situation. Like I know how to sit in a chair, bottom first.

We would all agree upon that. We all know how, so when a patient comes in with a trauma into the emergency department and there are set things that we do, there are best practices that we do, we all agree upon them. Okay, so now put that aside. So those are the things we all agree upon. Those are easy. Then there are decisions where it actually requires expertise.

We would all agree upon that. We all know how, so when a patient comes in with a trauma into the emergency department and there are set things that we do, there are best practices that we do, we all agree upon them. Okay, so now put that aside. So those are the things we all agree upon. Those are easy. Then there are decisions where it actually requires expertise.

We would all agree upon that. We all know how, so when a patient comes in with a trauma into the emergency department and there are set things that we do, there are best practices that we do, we all agree upon them. Okay, so now put that aside. So those are the things we all agree upon. Those are easy. Then there are decisions where it actually requires expertise.

And so if I have a patient who's having a heart attack, I'm going to call a cardiologist. I'm not going to call an orthopedic surgeon. They have different expertise. And so there are these situations that we face in our kind of organizational lives where you want to ask marketing what's going on. You want to ask engineering what's going on. And those are the complicated sorts of things.

And so if I have a patient who's having a heart attack, I'm going to call a cardiologist. I'm not going to call an orthopedic surgeon. They have different expertise. And so there are these situations that we face in our kind of organizational lives where you want to ask marketing what's going on. You want to ask engineering what's going on. And those are the complicated sorts of things.

And so if I have a patient who's having a heart attack, I'm going to call a cardiologist. I'm not going to call an orthopedic surgeon. They have different expertise. And so there are these situations that we face in our kind of organizational lives where you want to ask marketing what's going on. You want to ask engineering what's going on. And those are the complicated sorts of things.

And so it's helpful for us to be sitting in meetings and saying, yeah, I think this is best practice. Okay, yeah, I think this is complicated. Let's ask the experts. It's also helpful for us to know during those times when we're all disagreeing and when the emotions are running high that we're in a space where actually we need to stop our expertise. We need to stop leveraging our past practices.

And so it's helpful for us to be sitting in meetings and saying, yeah, I think this is best practice. Okay, yeah, I think this is complicated. Let's ask the experts. It's also helpful for us to know during those times when we're all disagreeing and when the emotions are running high that we're in a space where actually we need to stop our expertise. We need to stop leveraging our past practices.

And so it's helpful for us to be sitting in meetings and saying, yeah, I think this is best practice. Okay, yeah, I think this is complicated. Let's ask the experts. It's also helpful for us to know during those times when we're all disagreeing and when the emotions are running high that we're in a space where actually we need to stop our expertise. We need to stop leveraging our past practices.

And we need to start coming together as groups to make decisions. Just that alone can be helpful. Because what often happens is we're sitting in meetings and you have an individual who thinks, well, this is best practice. I don't know why we're even talking about this. Someone else is like, well, I'm the expert. I've been through this. Do you know I did this before?

And we need to start coming together as groups to make decisions. Just that alone can be helpful. Because what often happens is we're sitting in meetings and you have an individual who thinks, well, this is best practice. I don't know why we're even talking about this. Someone else is like, well, I'm the expert. I've been through this. Do you know I did this before?

And we need to start coming together as groups to make decisions. Just that alone can be helpful. Because what often happens is we're sitting in meetings and you have an individual who thinks, well, this is best practice. I don't know why we're even talking about this. Someone else is like, well, I'm the expert. I've been through this. Do you know I did this before?

Why don't you just listen to me? And then someone else is thinking, you know, I think this is a lot bigger than what we're thinking and we need to. So we're very confused, and we don't even come together as a group about what sort of process we should be using to be making the decision. And so that's an example for a leader. Just if the leader knows that process, they can be aware of it.

Why don't you just listen to me? And then someone else is thinking, you know, I think this is a lot bigger than what we're thinking and we need to. So we're very confused, and we don't even come together as a group about what sort of process we should be using to be making the decision. And so that's an example for a leader. Just if the leader knows that process, they can be aware of it.

Why don't you just listen to me? And then someone else is thinking, you know, I think this is a lot bigger than what we're thinking and we need to. So we're very confused, and we don't even come together as a group about what sort of process we should be using to be making the decision. And so that's an example for a leader. Just if the leader knows that process, they can be aware of it.

And then if everyone in the group knows the process, now we have this kind of common language. I think what's going on right now is this is a complex issue, and maybe we need to step back. The loud voices maybe need to be less loud. The softer voices maybe need to be raised, and we need to come together around all these disagreements.