Better requires measurement you are willing to be wrong about
Most improvement programs measure what is easy to defend. The useful metric is usually the one that could embarrass you.
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Editorial StandardsA column by Corey Mack
Ideas about leadership, technology, systems, and the people shaping what's next.
"We talk constantly about making things better. But what does better actually require? This series explores the leadership, systems, technology, culture, and human decisions behind meaningful progress—in ABA and beyond."
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Most improvement programs measure what is easy to defend. The useful metric is usually the one that could embarrass you.
Most improvement programs measure what is easy to defend. The useful metric is usually the one that could embarrass you.
Shared accountability is usually a polite way of saying no one is accountable. Naming an owner is the cheapest improvement available.
Software fails in this field for a specific reason: it is designed for the report, not for the clinician at 6:40pm finishing notes.
Leadership
What decision-making, accountability, and standard-setting actually look like when the stakes are clinical.
2 essays
Technology
Tools, automation, and AI — judged by whether they make the work better, not faster to sell.
1 essay
Systems
The structures, workflows, and incentives that quietly decide the quality of care.
1 essay
Culture
How teams talk about mistakes, measurement, and progress when nobody is watching.
1 essay
People
Careers, supervision, and the human cost of models built on optimistic assumptions.
1 essay
ABA
Essays anchored specifically in the practice and profession of applied behavior analysis.
1 essay
Coming later
A future home for written interviews, Q&As, and roundtables with operators, clinicians, technologists, and policy people. Not yet open — nothing is published here until the first conversation runs.