> The book describes many other situations where the use of checklists has had similar benefits (particularly in health and aviation).
However, and I feel that this is a point often missed about this book: a large part of the improvements in process had little to do with checklists. "Wha-wha-wha-whaaaat? 'Checklist' is in the title!" Checklists don't do you any good if you're dealing with doctor's who are way to full of themselves and don't feel the need to listen to the little people like nurses.
No, the key element to that book was that nurses were empowered to knock doctor's off their high horses if the checklists weren't followed. The book isn't about checklists. The book is about:
1. Develop a framework of practices for your tasks at hand. Checklists are often used for this. For software, think release management. Tests pass, UA signed off, etc.
2. #1 won't make a damned bit of difference until, from top to bottom, anyone can call out anyone else if short cuts are taken. You're the director of the hospital? I don't care, you still need to wash your hands before touching that patient. VP of marketing is wanting us to skip those manual tests to save a day? Screw you, it's on the list and we're doing it.
The book isn't about checklists, it's about empowerment to make improvements.