[aftbit]

What struck me was how the author was able to identify choke points and make decisions to deviate from procedure to fix them. In many organizations, adherence to procedure is more important than getting good results. It is interesting to see that at least in this hospital at this time, that wasn't true.

[eapressoandcats]

Ironically to some degree things worked well because he had a procedure in mind already even though he didn’t tell everyone.

Obviously the improvised fixes weren’t planned in advance, but it still speaks to having some process/plan being helpful.

[roughly]

Eisenhower: “Plans are worthless, but planning is everything.”

[jeffrallen]

He mentions that the CEO of his hospital was there and accepted his suggestion to reorganize the CT scan flow. That shows a level of trust and flexibility that's not common in large organizations.

[alwa]

This struck me too—especially the way he seems to have kept one eye on the big picture even while he was facing a flood of individual patients depending urgently on his task-level attention.

[hinkley]

Having people bleed out in the waiting room is quite an unpopular outcome. When you have the luxury of time it's less excusable to make a misdiagnosis or to rush a treatment.