Maura Foley

Unit 2
EAD 860

Better is possible. It does not take genius. It takes diligence. It takes moral
clarity. It takes ingenuity. And above all, it takes a willingness to try (Gawande, 2008,
pg. 246). With this statement, Atul Gawande demonstrates that to be better is not an easy
task. One does not simply maintain a learning society by default, but instead they must
actively, consciously work to better their performance. While Gawande shares numerous
characteristics needed by those wanting to better their performance, perhaps the two most
important are the ability to work with others and an intrinsic desire to improve.
In regards to performance, learners must have the ability and desire to work
alongside others in order to get better. Learning is a social activity and we must
recognize the importance of building relationships to facilitate learning (Bryans and
Smith). In doing so, we learn to listen and act differently based on what we learn from
others. In Better: A Surgeons Notes on Performance (2008), Atul Gawande describes the
problems of infections caused by lack of proper hand washing by medical personnel.
While the hospital had a team of two working to resolve the problem, they had little
success. Eventually, that small team sought input from the hospital staff saying, were
here because of the hospital infection problem and we want to know what you know
about how to solve it (Gawande, 2008, pg. 26). By doing this, they heard from a group
that came from a great variety of backgrounds and identified multiple problems and
options for solutions. To be our best, we must have "diverse people working together to
direct their specialized capabilities toward common goals (Gawande, 2011). By setting
aside our ego and admitting that we do not have all of the answers, Gawande (2008)
asserts that we will be open to new ways of thinking that may be better than what we
could do ourselves.
Along with the ability to work alongside others, Gawande emphasizes the need
for intrinsic motivation to be better. In Better, he considers the idea that most of us will
not be the best in our field and, subsequently, will be only mediocre. What is troubling
is not just being average but settling for it (Gawande, 2008, pg. 230). According to
Gawande, being average is one thing, but we must always work to achieve a higher level
of performance instead of accepting our place. In the book, he pushes us to always fight.
Always look for what more you could do (Gawande, 2008, pg. 161). Gawande
recognizes, however, that sometimes there are situations that go beyond ones control,
which may prevent one from excelling. Although these obstacles exist, with intrinsic
desire for improvement, one will still work to be better. During his time in India,
Gawande witnessed doctors with too many patients and very few resources. Still, they
persevered. While they struggled with external factors, where they had control their
skills, for example these doctors sought betterment (Gawande, 2008, pg. 244). These
doctors could easily make more money and work easier shifts in the United States but
their intrinsic motivation led them to stay and remain motivated to work hard even when
the financial rewards for such work are not great (Wynia, Latham, Kao, Berg, &
Emanuel). Gawande found, however, that wanting to improve comes with the need to
consistently assess where one is now. Improvements, he asserts, do not need to be
excruciatingly planned and researched. Instead, changes and improvements could be
made on the fly, [while] always paying attention to the results and trying to better them
(Gawande, 2008, pg. 189). Careful attention to what works and what does not along with
the ability to act on the information gleaned from those observations distinguishes those
who reach high levels of performance. On this, Gawande states, what the best may have,
above all, is a capacity to learn and change and to do so faster than everyone else
(Gawande, 2008, pg. 227). This drive to be better, along with the willingness, ability, and
desire to change when things are not working, is necessary when attending to
performance.
Atul Gawande aptly characterizes those who strive to be better by their ability to
work with and learn from others along with an intrinsic desire for self-betterment. In a
landscape where most will only reach an average level of performance and hard work
will not guarantee success (Williams), "the process of learning turns out to extend longer
than most people know" (Gawande, 2002). To perform better, one must be ready and
willing to consistently continue the journey of learning.