Healthcare changed. How we work hasn't. And it's holding us back.

It’s no wonder we’re feeling the friction we are: How we’ve learned to organize, manage, and do the work is perfectly suited for a world that no longer exists. Now is the time to figure out how to work in the world that does.

Managing oneself gives us the power to make a subtle flip: rather than merely accepting the conditions of the job as it exists, we can move ahead with creating the conditions to do our best work.

Get organized. It will make you more effective. It will lead to less stress. It will help you make (more) change happen.

The boss may not care about your input, but you should. Because there may be no more important activity to your professional success. No input, no output.

Wouldn't it be amazing if there were something you could start doing at work that would immediately make you more effective at your job?

To be findable and usable, digital notes must be collectable. Little systems for collecting digital notes make it possible.

The point of having notes is to use them. We can use notes in consultation, in preparation, and in creation of the creative work required when working in complexity.

Strategic forgetting is the practice of transferring the burden of remembering to our digital notes because digital notes are memories stored outside the brain.

The subtle shift in thinking about change as a flip that happens [right now] rather than a long journey will help you approach it in a better way. That, and a few other things, from Niels Pflaeging.

Every management act in our organizations stems from a core belief about human nature. Most of us have it wrong. If a worker is disengaging from the work it is as a result of how the organization is managed and not because of their human nature.

Work is different because of our increasing awareness of complexity. But what is complexity? And what does it change?

How a growth mindset is central to helping us (and everyone else!) develop our skills, improve our intelligence, and learn anything we want.

The resistance to change we all speak so expertly about isn't resistance to a new reality, it's resistance to what the new reality might mean for me, for you, for any of us as individuals. It's the difference between change and transition.

Double-loop learning is a funny name for the learning we do when we move beyond just solving problems (single-loop learning) and explore whatever it is we're trying to do more holistically.

What happens when we commit to big-P process is this: We commit to not thinking originally about the situation we're trying to use it in. It makes for less effective work.

How we work is the real problem worth solving if we desire for ourselves, our teams, and our organizations to fulfill a vision worth fulfilling.

One example, anyway. You wouldn't want to know the true cost of all the wasted effort that comes from budget measures becoming targets. (And there's a better way to budget.)

It's a message that probably sounds like what you'll hear from your salesperson friend over coffee: You don't need buy-in at the end to make change happen, you need enrollment from the start.

Engagement surveys continue to tell companies the same thing every year: employees aren't. After years of failed engagement improvement initiatives, perhaps it's time to start experimenting with new structures and systems that create the workplaces we all desire.

Conflating efficiency and excellence has resulted in a workplace cultural satisfaction that merely meeting spec is good enough when it comes to improving healthcare delivery operations.

In the workplace we call the intentions and motives of other people an agenda. It's usually used with a negative connotation but understanding other people's agendas is key to achievement in the workplace. Knowing why other people are making the decisions they're making will help you make your own.

This whole situation feels like a gigantic reset. And I think that's okay because it can be a gigantic reset. It's a burning platform to do the work of rethinking work, including the delivery of healthcare services, that we've been needing to do for several decades.

A follow-on guide to the "Healthcare is changing. How we work hasn't. And it's holding us back." introductory series. Here are ten ideas for getting started with the now of work.

Metacognition is the process we use to plan, monitor, and assess our learning, thinking, and doing. It's wildly important because it's how we build an awareness of our understanding and performance, which is required for working in complexity.

You and an alien walk into a grocery store to understand mental models and why they matter at work.

I did something for the first time this year that you may want to consider doing yourself: a career reviewing and planning session.

Imagine if meetings became what you do when you needed to get something done. Improve your meetings by bringing a prototype to every one.

Getting professionally unlost is really about knowing yourself, knowing your situation, and knowing where you're trying to go.

I think it's important to remember that any piece of advice, even from the most experienced, well-meaning, empathetic person living on the planet, is still an opinion based upon their experience filtered through a worldview that isn't exactly ours.

Improving communication at work begins with recognizing communication as a process and ends by embracing the all-important (but often ignored) feedback element of the process.

The conversation about workplace culture is often analog: good or bad. But what if a different question is asked: Is it right for me?