Given the number of meetings most organizations have, you’d think everyone couldn’t help but be on the same page. Sort of a natural, automatic byproduct of spending so much time together. Nice idea, but not really true.

For me, the operational essence of the leader dilemma is this: How do I say “yes” to the few and “wait” to the many? How do I decide?

Outsourcing is historically one of the most misunderstood concepts in quality management system (QMS) implementation and operation. Prior to ISO 9001:2015, the requirement for outsourced processes was limited to a few sentences in the standard’s clause 4.1.

Often the words “collaboration,” “coordination,” and “cooperation” are used to describe effective teamwork. But they are not the same, and when we use these words interchangeably, we dilute their meaning and diminish the potential for creating powerful, collaborative

Last February I had the opportunity to observe healthcare providers up close and personal at one the world’s premier hospitals.

Historically, conventional wisdom among business managers was that the higher the quality, the higher the cost. This perception still holds true today among a few business managers.

In most healthcare settings, workers attend weekly, monthly, or quarterly meetings where performances are reported, analyzed, and compared to goals in an effort to identify trends.

Experienced leaders know that failure is not necessarily a negative and can lead to both individual and organizational learning.

In just five short months, two Boeing 737 Max 8 airliners crashed, killing a total of 346 passengers and crew members.

Within maintenance management, the term MTBF (mean time between failures) is the most important key performance indicator after physical availability.