By
Catherine Leining, Policy Fellow, Motu Economic and Public Policy Research
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Mara Ellis | © Xtremesafari | Dreamstime Stock Photo
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I read an inspiring story recently about Dr Donald Berwick, former CEO of the US Institute for Healthcare Improvement (IHI). His research showed that hospitals were repeatedly making avoidable mistakes that were costing patients’ lives. Although he only had a tiny staff and limited resources, he decided that things needed to change. At a convention of US hospital administrators in 2004, he set out a challenge: saving 100,000 lives in the next 18 months. He spoke to the heart of why change was needed, identified six clear, manageable interventions and launched a campaign to enrol hospitals in making the necessary changes. He knew it would be hard for hospitals to admit they were routinely making mistakes and change standard practices, but he made it easy for hospitals to join and provided mentoring, information sharing and feedback. Eighteen months later, they had prevented an estimated 122,300 avoidable deaths (Heath and Heath 2010).
How does this story relate to climate change? Collectively our society is repeatedly taking avoidable actions which are changing the climate and causing harm. Like the hospitals at the beginning of the story, we have practical solutions with valuable benefits at our fingertips but we aren’t using them seriously yet. Fundamentally, the challenge of climate change is a challenge of people change. In government departments, businesses and households, our lack of willingness to change is the figurative “elephant in the room.”