We first came across quality training in the 1980s. It seemed to be quite rational: Train people in tools and techniques, then they’ll be able to improve things.

Crosby, the leading advocate of quality training, was asked: ‘when it doesn’t work, what do we do?’ and his answer was do it again.

We thought it might be better to find out why it hadn’t worked.

The implicit theory in the tool-box (all work is a process) was in direct contradiction to current norms (all work is designed in functions).

It teaches us that it’s our heads that need ‘fixing’, not our processes.

The best way to begin the process of fixing your head is to understand how and why conventional thinking creates sub-optimisation. It is something that happens naturally when you study your service as a system

A view they can only develop by learning how to do  ‘check‘.