Introductions Are Much More than Icebreakers

This is a case study published in Harvard Business Review.

Atul Gawande explains that complicated processes like surgery, where human error can lead to tragedy, require checklists. One of the most important, but often seen as superfluous, steps in his Surgical Safety Checklist is to make sure everyone in the operating room knows each other by name. Gawande found that when introductions were made before surgery, the average number of complications and deaths fell by 35%. He attributed this dip to the "activation phenomenon": Having gotten a chance to voice their names, people were much more likely to speak up later if they saw a problem.

Just as much as hearing or saying your name can boost your confidence, not hearing your name can hurt your performance. As leaders, it's imperative to surround ourselves with people who will voice their opinions. And, given the complex hierarchical constructs within our firms, we must grant them permission to do so. Lucky for us, as Gawande's experiment proved, empowering employees can be as simple as asking their names.
(Source: Harvard Business Review)
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