“First, do no harm”—it’s a fundamental principle of medical ethics and constant reminder to every medical professional that intervention carries risks just as inaction does. In Latin, it’s Primum non nocere:
Another way to state it is that, “given an existing problem, it may be better not to do something, or even to do nothing, than to risk causing more harm than good”. It reminds the physician and other health care providers that they must consider the possible harm that any intervention might do. It is invoked when debating the use of an intervention that carries an obvious risk of harm but a less certain chance of benefit.
It’s something that’s easy to forget for doctors, because they view themselves as healers and they’re capable of tremendous good. But it’s an absolutely vital to check the behavioral tendency that Abraham Kaplan called the law of the instrument: “Give a small boy a hammer, and he will find that everything he encounters needs pounding.” What’s important is the health of the patient, not the dilemma between intervention and inaction.
In The Progress Principle, Harvard Business School professor Teresa Amabile and psychologist Steven Kramer discovered a surprising fact about what motivates people at work that every manager should know. The most powerful positive motivator for people at work is making progress in meaningful work, but it pales in comparison with the negative impact of hitting dead ends and encountering setbacks which has the greatest effect on motivation.
Professor Amabile and Kramer analyzed the language used in nearly 12,000 employee diary entries for accounts of progress and setbacks, and they compared appearances of those events to self-reported emotional levels of happiness and frustration, and what they found was alarming. Setbacks were greater than three times as powerful in increasing frustration than the power of progress to diminish it.
