I was recently given a set of notes in relation to a complaint and decided to analyse the notes without first reading the complaint, so I might reduce this type of bias
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And in that regard, learning from what works should be a Janet & John management activity for me. (Showing my age). It's right that failures attract the greatest attention, as they do in any regulated environment, but there needs to be a clear picture of what 'right' looks like.
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And how ‘right’ usually happens (more often than ‘wrong’), including all the adjustments, connections, adaptations that people make with moment-moment variation to keep in the right direction towards success
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We could get lost down the rabbit hole of all that makes up what's 'right'. Key thing is to model the behaviour of the most effective staff. By external observers. Often the best people are unconscious competents. Meaning they don't always know why they're as good as they are.
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But we don’t explore that well, we don’t spend any energy trying to understand that, or actively promote that. We don’t invest in time, energy, resource to understand the subtleties of ‘good’, we just assume it’s there and look at the ‘bad’, with angry hearts and blinkered eyes
End of conversation
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