A Quote by Atul Gawande

Culture matters. Of course, if physicians are rewarded or penalized for their service and results, the culture will change. But the key values we doctors are being pressed to embrace are humility, teamwork, and discipline.
Just using a checklist requires [doctors] to embrace different values from ones we've had, like humility, discipline, teamwork.
When you focus on results, you will very seldom see a change in your culture. But, if you focus on a customer-centric culture, you will realize long-term results.
The culture isn't set up to embrace what we think and feel. Any doubt about that, just watch the ads on TV. They tell you where the dominant culture's values are - and they're not vegan!
Most problems, decisions, and performances are multidimensional, but somehow the results have to be reduced to a few key indicators which are to be institutionally rewarded or penalized... The need to reduce the indicators to a manageable few is based not only on the need to conserve the time (and sanity) of those who assign rewards and penalties, but also to provide those subject to these incentives with some objective indication of what their performance is expected to be and how it will be judged... key indicators can never tell the whole story.
In India, we don't have a culture of sports. We don't have a culture of an active lifestyle or exercise. If we want to change this mindset, women are the key. That's why we started the Pinkathon.
If they learn easily, they are penalized for being bored when they have nothing to do; if they excel in some outstanding way, they are penalized as being conspicuously better than the peer group. The culture tries to make the child with a gift into a one-sided person, to penalize him at every turn, to cause him trouble in making friends and to create conditions conducive to the development of a neurosis. Neither teachers, the parents of other children, nor the child peers will tolerate a Wunderkind.
All companies have a culture, some companies have discipline, but few companies have a culture of discipline. When you have disciplined people, you don't need hierarchy. When you have disciplined thought, you don't need bureaucracy. When you have disciplined action, you don' t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance.
A service culture doesn't happen by accident. The company is always a reflection of the person at the helm. Their attitude, their values, and their commitment to service excellence will drive the actions of others in the organization. Always has...always will.
As a culture, we turn away from people just when they are in times of change. That's when most communities used to embrace people, so the individual and the culture both benefited.
A universal renunciation of violence requires the commitment of the whole of society. These are not matters of government but matters of State; not only matters for the authoirities, but for society in its entirety, including civilian, military, and religious bodies. The mobilization which is urgently needed to effect the transition within two or three years from a culture of war to a culture of peace demands co-operation from everyone. In order to change, the world needs everyone.
Consumer culture needs us to be impulsive, while our political culture fears that we will ever develop discipline.
Many teachers of the Sixties generation said "We will steal your children", and they did. A significant part of America has converted to the ideas of the 1960s - hedonism, self-indulgence and consumerism. For half of all Americans today, the Woodstock culture of the Sixties is the culture they grew up with - their traditional culture. For them, Judeo-Christian culture is outside the mainstream now. The counter-culture has become the dominant culture, and the former culture a dissident culture - something that is far out, and 'extreme'.
You don't have to become an investment banker as a way of demonstrating that education has worked for you. But librarians have to believe in the values of high culture. Not just high culture but middle culture, low culture, kinds of exciting eye-catching crap of all kinds. Everyone needs that.
What matters is this: Being fearless of failure arms you to break the rules. In doing so, you may change the culture and just possibly, for a moment, change life itself.
From the State the exceptional individual cannot expect much. He is seldom benefited by being taken into its service; the only certain advantage it can give him is complete independence. Only real culture will prevent him being too early tired out or used up, and will spare him the exhausting struggle against culture-philistinism.
Culture change takes time, and NASA's culture is definitely improving. Based on its success, the change method is now being taken to each center agency-wide.
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