Bob Bale Fire Manager The Nature Conservancy, MA Chapter ...wildfire/2010/PDFs/Bob Bale.pdf ·...
Transcript of Bob Bale Fire Manager The Nature Conservancy, MA Chapter ...wildfire/2010/PDFs/Bob Bale.pdf ·...
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Overtraining for High Reliability
Increasing Organizational Resilience
Bob Bale
Fire Manager
The Nature Conservancy, MA Chapter
[email protected] tel: 508-208-3798
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Protected…48 million hectares8,000 kilometers of rivers worldwide100 marine conservation projects
© Sergio Pucci / TNC; © Chris Helzer / TNC; © Nancy Sefton
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Prescribed Burning…585,000 TNC hectares since 198847,000 TNC hectares in FY103 x that on partner lands in FY 10Active burn programs in 33 states
© 2009 Ty Wivell Photography
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Why Overtrain?
Situational Awareness
is constantly undermined
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Human condition
� No perfect people
� No perfect systems
� Error is pervasive
� The unexpected is pervasive
� Reliability cannot be banked
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• Seek confirming evidence• Undervalue disconfirming evidence• Slow to realize the unexpected has occurred
• Overconfidence in abilities• Discount criticism
• Not all have been experienced• Not all have been imagined
Subtle forces feeding cognitive shortcuts
Expectations
Success
Modes offailure
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Mindlessness
� Deluded by expectations
� Intoxicated by success
� Ignorant of new modes of failure
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Sensitivity to strategy
Big plans
SuccessAvoiding
trouble
What the
boss wants
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Sensitivity to operations
Disconfirming
ContestedImpossibilities
Uncertainty
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What do you emphasize – Strategy or Ops?
Pleasures of
• Plans
• What the boss wants
• Success
• Avoiding trouble
Discomfort of
• Evidence that disconfirms expectations
• The uncertain
• The contested
• The impossible
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Pull of strategy
Undermining
forces
Forces undermining mindfulness
Human
condition
Modes of failure Expectations
Limits of perception
Success
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Elements of an informed culture
Reporting
Just
Flexible
Learning
Informed
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Elements of an informed culture
• Expectation that incidents and near misses are reported
• Management leads by example
• No sweeping problems under the rug
Reporting
Just
Flexible
Learning
Informed
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Elements of an informed culture
• Trust in appropriate consequences
• Free lessons shared or hidden?
• Care and concern
Reporting
Just
Flexible
Learning
Informed
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Elements of an informed culture
• Adaptable to changing demands
– Assumption that system is in danger until proven otherwise
– Inconclusive evidence of danger spurs digging deeper for more information
Reporting
Just
Flexible
Learning
Informed
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Elements of an informed culture
• Ongoing debates about discrepancies
• Inquiry, doubt and updating encouraged
Reporting
Just
Flexible
Learning
Informed
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Elements of an informed culture
• Members have current knowledge of factors impacting safety
• Intelligent wariness
• Trust among members is key
Reporting
Just
Flexible
Learning
Informed
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Updating
Management pays close
attention to input from frontline
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Updating
Updates are communicated up, down and
across
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Updating
Everyone is updated with changes
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HRO Audit
• Choose two of your important strategies
– One for home unit, one agency wide
• Complete the audit with those strategies
in mind
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• Periodic review with updates shared across unit/agency
• Informs overtraining priorities for upcoming season
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Training practices for high reliability
• Sandtable exercises
• Incident management simulations
• Role playing field scenarios
Tactical Decision Making
Lessons Learned
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Impact on Mindfulness
�Critical skills become 2nd nature
� Hones the thought processes
of incident commanders
�Allows for maximum attention to be
devoted to creative solutions
� Affirms the organization’s
commitment to high reliability
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Overtraining for High Reliability
Increasing Organizational Resilience
Bob Bale
Fire Manager
The Nature Conservancy, MA Chapter
[email protected] tel: 508-208-3798