Checklists in three easy steps

How to make a check list in THREE STEPS

Making a checklist can seem to be a daunting task. It need not be. All you need to remember is that human beings can typically remember approximately 7 items at any given time. As with anything involving us, this is an ‘average’ number. So do not get excited if you only remember 5 or 6 things. The real point is we have a natural limitation when it comes to remembering items.

Add in a little stress and this number shrinks quickly. Hence the rise of the ‘checklist’.

From History

A checklist is usually a list of things that must be done in a systematic fashion to be certain all tasks that must be done are done. An indicator of the power of the checklist can be seen from this story from the history of aviation.

In 1935, the US Army Air Corps had established the need to develop a new bomber. Boeing had developed a plane that was going to be the clear winner. This plane flew further than the stated criteria. It flew faster than the established standard. It flew higher than the designers had specified. And it cost the same as its nearest competitor which could not meet all the design features the Army Air Corps needed. The plane was unveiled at the fly off competition being held in Dayton, Ohio at Wright-Patterson Air Field.

It had a huge wing span, its four engines were massive, the multiple gun turrets earned the plane a reporter’s quick short hand description: ‘flying fortress’. Major Ployer P Hill was the pilot: an accomplished test pilot and engineer, he was the best pilot in the world. The plane headed down the runway, lifted off flying quickly away from the field. Suddenly, at three hundred feet, the plane stalled and crashed to the earth, killing the pilot and another crew member. The plane was too complicated to fly by relying on the memory of one person, regardless of how skilled, accomplished and knowledgeable the pilot was.

The Boeing company was facing bankruptcy. The firm had placed all it resources into developing this plane. The engineers and test pilots in Seattle got together to fix the problem. Many outside the firm suggested that the plane was unflyable or that the pilots would need to spend a year learning how to fly the plane, at that time, an impossible feat. What they did was to create a checklist: a list of tasks that must be done in order to successfully complete a task. A simple fix. A quick fix and totally reliable.

In the end, the Army Air Corps purchased over a thousand of the planes and became one of the decisive elements of the victory in Europe.

Many of the tasks we face as CO’s are just as complicated as flying a B-17, the Flying Fortress. And the solution to doing them accurately and completely can be addressed by using a checklist, one of the cheapest and easiest forms of quality assurance and control in existence. And they are easy to make.

Do-Confirm and Read-Do checklists

Checklists fall into two categories: Do-Confirm and Read-Do checklists. A Do-Confirm checklist is based on the person doing completing the task and then verifying all the steps were done to complete the task after it is completed. This type works best when there are only a few tasks to be completed and simply verifies that the steps have been completed.

A read do checklist is based on the person reading the particular step in the task to be done and then doing that step, marking it off as the step is completed. The last is similar to a recipe and easy to do which is why it is most common. It also has the nice feature of allowing pre-planning to ensure all the necessary steps are done.

Creating the Read-Do Checklist

This checklist may seem to be very daunting. But creating one can be a very simple task. All that is needed is some thought and prior planning.

1)      Break big tasks into specific parts, chunk the larger steps into smaller, easier to accomplish tasks.

2)      Make the steps flow logically. Opening a door before you unlock it is not a logical flow. Unlocking a door by using a key then opening the door is a logical flow.

3)      Test it to make certain you have a complete list.

You can then print the checklist out. Place it in a baggie and you can use a dry erase pen to mark each step as it is completed. When you are finished, just wipe the plastic clean and it is ready for the next time you use it.

All good checklists have the following features:

·         Brief, just 5-9 items

·         Big, easy to read type (use uppercase and lowercase text for ease of reading)

·         Few lines on each page (for most things best to be only one page long)

·         Lists the most important (and/or most often forgotten items), while not having to list every single step and possible contingency

·         Precise

·         Practical

Easy to make and easy to follow and leads to success. And at the end of the day, everyone goes home knowing that tasks were done completely and to a high standard.

In my e-Book, View from the Tier, there is a deeper examination of checklists. It describes several different situations that, by using a checklist, can make quality shakedowns automatic.

References:

Gawande, A. (2009). The Checklist Manifesto, Picador Books, New York, NY.

http://www.ehow.com/how_2265581_make-checklist.html

http://www.household-management-101.com/how-to-create-a-checklist.html

A quick technique to reduce stress

From a chapter in my e-Book, View from the Tier.

When you are under stress, typically you are tense, your breathing is short, shallow and rapid. Find a chair to sit in and sit with your back upright but not tense. Take a deep breath, pushing your diaphragm down into your belly. Tense all the muscles in your body. Hold your breathe for a moment to feel how tense your body is. As you exhale, release the tension. Repeat this one more time, fully tensing you body as you breathe in. Again, hold your breathe and feel the tension in your body. Slowly exhale and release the tension as you do so.

Take another deep breathe but do not tense your body. Exhale and continue to relax. Repeat this 7 more times. In as little as 3 minutes you have reduced the stress and tension in your body by tremendous amounts.

You can do the same technique at home, but take longer to complete the exercise by adding other techniques to the end. For example, after your tenth exhalation, picture in your mind a vacation place that you enjoyed and found restful. Picture all those activities you found most relaxing. Review what you heard, felt, smelled, and tasted as vividly as you can. One such time could have been at the beach. Picture yourself lying on the beach, the waves rolling into the shore, the sun warming your body, the sound of the breakers as they reached shore, seagulls calling in the distance, the smell of salt water.

Picture these as vividly as you can, putting yourself back in the scene, relaxing and letting your body float in the remembrance of the scene. Stay there for as long as you feel you need enjoying the returning sense of calmness and relaxation. Feel any sense of time pressure slide away leaving you with a sense of unbounded time to do what ever you want for as long as you want. Let the pressures of daily life, work or other stressors go away with the breakers as they slide back into the ocean.

Over time as you practice this, your ability to quickly release stress with improve. You will appreciate this new feeling, your family will appreciate it and your friends will enjoy being with you as you leave the stressors behind you at work.

Ethics and Leadership from the Tier

We often think ethics as being really removed from corrections. After all, we are working with people who seem to have never heard of the word before or due to gang participation, have an upside down understanding of the word.

But we often practice ethics: we practice firm, fair and consistent on a daily basis. We demonstrate it to the inmates in how we work with each other. And often, it is the way we treat each other that shows inmates, even gang-bangers, how to be ethical people.

They study us 24/7, most often to figure out how to beat us. It is when they are watching us that they see how we treat each other. And they watch us most keenly when we are at odds with each other: they are looking for that opportunity, that chance to isolate one of us.

It is here that our ethics are challenged. It is here that we can become leaders. When we do the right thing (being fair), disagree about how things should be done, but resolve to continue (being firm) to do what needs to be done until an appropriate correction can be made (being consistent), that we have the big impact.

Not every one of the inmates will be impressed by what we do, how many times have we been sworn at, spit at or worse for adhering to a policy we disagree with. But there may be one or two, maybe three who see this. And it is these few who may suddenly resolve to never come back, upon whom the greatest impact is made.

How to be an Ethical Officer in 3 Easy Steps

As CO's we often wonder what Ethics has to do with us. After all, we work in a prison; why should we even care about ethics? The ones we keep watch over certainly did not care. Why in a prison should ethics matter? Isn't that the chaplain’s job? I think it matters because inmates watch us 24 hours a day, 7 days a week. Our fellow officers watch us 24 hours a day, 7 days a week. Our fellow officers do because whether we want to acknowledge it or not, we work in teams. How we relate to each other is a matter of ethics. It is fundamental to being a human being. So, yes, even in prisons ethics matter; it matters even more here than in any other job in America.

Ever hear the terms "Fair, Firm and Consistent"? Think that phrase does not go to the core of ethical behavior?

Consistent. To me that means I apply the rules to everybody: inmate or officer; to the staff on the tier, to the office personnel, to the administrative staff, to the tier porter; Black, White, Hispanic, Asian, Protestant, Jew, Muslim, Buddhist; I apply the rules equally to each and every one. I try as best as I can to apply the rules consistently, across the board.

Firm. Even in those situations where I feel uncomfortable, where a fellow staff member was weak and fell down and broke a rule and I have to own up to it, I must be strong in my conviction about being consistent. Every time I interact with an inmate, there are a group of inmates watching. In fact, they watch us 24 hours a day, 7 days a week. In a sense, the tier is a stage and we are the actors on it. They are looking for that moment when we are weak. Some watch us to exploit our weaknesses. They are looking to see if we are weak every time in that situation. They may even create a situation that is similar just to see if that is our weakness. But as a correctional officer, I have to be firm. I can bend, I can have my moment of weakness, but I have to return to that sense of firm as soon as I can. I have to maintain that sense of professionalism in order to be effective.

Fair. We are human. It is hard to be fair. There is the inmate who is always helpful. There are those inmates who get short changed through no fault of their own or anyone elses. But we must be fair. We must treat everybody equally. The only thing that an officer has going is the officer’s word: can you be trusted to do the right thing. And inmates and fellow staff know what is the right thing. When the system fails and fails in a major way, that is what may save an officer. The inmates will remember that this officer was fair, even when the officer did not need to be.

Fair. Firm. Consistent. When we go out onto that stage, we model for inmates ethical behavior and what is the right thing to do.

As many of us in the field are witnessing, state and local budgets have been hit hard. This has forced legislators and local governments to cut back. All sorts of adjustments have been made to deal with the reduced funding. In my area, fewer officers are on the 'beat'. There has been an increase in the number of inmate/inmate, inmate/staff assaults. 

Some of this is directly attributable to the lack of funding. But some of it can also be attributed to the decrease in officer awareness. Decreasing awareness maybe occurring because we are busy loading our brains up with the conversations we are having instead of where our feet are going. 

There have been several studies documenting the decrease in 'situational awareness' by cell phone users. For whatever reasons, when car drivers are talking on their cell phones while driving, their ability to stay focused on the driving environment is drastically reduced.

 I am willing to bet the same thing is happening to us. Our attention is focused on the conversations and not where we are walking. The inmates are watching this. They know we don't have as many staff walking around. They know the pressures that are being added. So they watch to see which of us are letting these outside distractions affect us.
To correct this, before you walk out onto the tier, do a short focusing exercise. Take a breath and feel it enter through your nose, down your throat and into your lungs. Feel your diaphragm push down into your abdomen. Hold your breath for a moment. Release it and 'watch' the reverse process. Do this exercise for 5 times. During the last 2 breathes, expand your awareness to include your immediate surroundings. Just be aware of where you are.

Then walk out the door and onto the tier. Leave the conversation in the office. I promise it will be there when you return. 

Desert Waters Correctional Outreach

How can I as a floor staff be a leader? How are those of us who walk the tier be a team? I have laundry folks who do one thing, I have food service doing something else, property....they are in their own world and the security folks, they are only here when it gets bad (which is a blessing.....). To me, it is reaching out to those other folks, finding a person who cares a little more about things...sort of a professional. That one person who likes or cares about their job enough to take that extra minute to get it done right. Personal pride? I don't know; I just know they do their job and do it well. Those are my team mates. I try to find a way to see what I can do in my area to make their job a little easier. When I do that, I find that they are willing to help me. Maybe some will see that as I'll scratch your back, you scratch mine, but it works. It makes our job easier.

And on the tier, I look for the same ones. And I do the same thing.

That is the team; when I do those things, I become a leader. The more I lead, the easier my job becomes. It begins to look effortless, practiced. Just like the craftsman of old, I have learned my trade and have become a craftsman.

Desert Waters Correctional Outreach

As CO's we often wonder what Ethics has to do with us. After all, we work in a prison; why should we even care about ethics? The ones we keep watch over certainly did not care. Why in a prison should ethics matter? Isn't that the chaplains job? I think it matters because inmates watch us 24 hours a day, 7 days a week. Our fellow officers watch us 24 hours a day, 7 days a week. Our fellow officers do because whether we want to acknowledge it or not, we work in teams. How we relate to each other is a matter of ethics. It is fundamental to being a human being. So, yes, even in prisons ethics matter; it matters even more here than in any other job in America.

Ever hear the terms "Fair, Firm and Consistent"? Think that phrase does not go to the core of ethical behavior?

Consistent. To me that means I apply the rules to everybody: inmate or officer; to the staff on the tier, to the office personnel, to the adminstrative staff, to the tier porter; Black, White, Hispanic, Asian, Protestant, Jew, Muslim, Buddhist; I apply the rules equally to each and every one. I try as best as I can to apply the rules consistently, across the board.

Firm. Even in those situations where I feel uncomfortable, where a fellow staff memger was weak and fell down and broke a rule and I have to own up to it, I must be strong in my conviction about being consistent. Every time I interact with an inmate, there are a group of inmates watching. In fact, they watch us 24 hours a day, 7 days a week. In a sense, the tier is a stage and we are the actors on it. They are looking for that moment when we are weak. Some watch us to exploit our weaknesses. They are looking to see if we are weak every time in that situation. They may even create a situation that is similar just to see if that is our weakness. But as a correctional officer, I have to be firm. I can bend, I can have my moment of weakness, but I have to return to that sense of firm as soon as I can. I have to maintain that sense of professionalism in order to be effective.

Fair. We are human. It is hard to be fair. There is the inmate who is always helpful. There are those inmates who get short changed through no fault of their own or anyone elses. But we must be fair. We must treat everybody equally. The only thing that an officer has going is the officers word: can you be trusted to do the right thing. And inmates and fellow staff know what is the right thing. When the system fails and fails in a major way, that is what may save an officer. The inmates will remember that this officer was fair, even when the officer did not need to be.

Fair. Firm. Consistent. When we go out onto that stage, we model for inmates ethical behavior and what is the right thing to do.