Let me now conclude this section by summarizing a number of very important principles. First, "we cannot change the human condition but we can change the conditions under which humans work." A very important insightful quote by James Reason. Most problems and errors are properties of the system as a whole rather than the results of acts or omissions of people in the system. We should be focusing on our systems and not try to change the good people that we've hired. Typically, problems arise because of system problems, not people problems. Performance improvement requires changing the system, not changing people. Focusing only on the superficial causes of a problem may address the immediate problem, that's first order reductionistic thinking, but may miss opportunities to fix underlying causes of the problem using holistic or second order problem solving. Keep this question in mind any time you improve a system, when you change that part, whatever part you've just changed, how is that changed part going to impact the overall system, the whole? How is it going to impact other essential parts? It's time consuming but it's really important to be thinking that as you're making changes to any essential part in your system. Systems thinking is a fundamental tool for resolving a problem or improving performance.