Human & Organizational Performance
Transcript of Human & Organizational Performance
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©2020 National Safety CouncilCONFIDENTIAL
Human & Organizational Performance:(HOP)
A Path to Improvement for All
Organizations
Lisa M. Brooks, CIE
June 24, 2021
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2©2020 National Safety CouncilCONFIDENTIAL
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3©2020 National Safety CouncilCONFIDENTIAL
Discussion OverviewGOAL: Provide an introduction to human & organizational performance (HOP) that will, in turn, create an appetite for you to learn more about HOP, and motivate you to begin, or engage in, your organization’s HOP journey.
SESSION OVERVIEW:
• What is Human & Organizational Performance (HOP)?
• 6 Key HOP Principles
• Why HOP?
• Who Should Implement HOP?
• Starting Your HOP Journey
• Recommended Reading List for Continued Learning
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4©2020 National Safety CouncilCONFIDENTIAL
Human & Organizational Performance(HOP)
• An Individual
• Working within the organizational system
• To meet expectations set by leaders.
ORCHSE Strategies, LLC Copyright 2020
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5©2020 National Safety CouncilCONFIDENTIAL
What is HOP?Human and organizational performance
(HOP) is a risk-based OPERATING
PHILOSOPHY which recognizes that
ERROR is part of the human condition
and that an organization's PROCESSES
AND SYSTEMS greatly influence
employee actions and choices, and
consequently, their likelihood of
success.
Organizational Systems
People
Culture
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6©2020 National Safety CouncilCONFIDENTIAL
HOP is not a program...
...it is an OPERATING PHILOSOPHY
HOP provides a new way of looking at work, people, and the systems in which people get work done
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7©2020 National Safety CouncilCONFIDENTIAL
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8©2020 National Safety CouncilCONFIDENTIAL
is more than Human Error Management
Design of Physical Systems, Organizational Systems & Processes, and Culture
Human Factors +
Organizational Psychology
HOP
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Principles of
Human & Organizational Performance
1. People are fallible, and even the best make mistakes
2. Workers are masters at adaptive problem solving
3. Context drives worker actions and behaviors
4. Leadership’s response to failure matters
5. Blame Fixes Nothing
6. Improvement happens through learning
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People are fallible, and even
the best make mistakes.
HOP Principle 1:
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ERRORis NORMAL
is NOT a choice
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How many times does the uppercase or lowercase letter “F” appear in the following sentence?
Finished files are the re-sult of years of scientificstudy combined with the experience of many years.
Finished files are the re-sult of years of scientificstudy combined with the experience of many years.
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13©2020 National Safety CouncilCONFIDENTIAL
“Mistakes arise directly from the way the
mind handles information, not through
stupidity or carelessness.”
- Edward de Bono PhD
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• BAD things don’t just happen to “BAD” people / employees!!
• Who makes the most mistakes / errors?
• The more experienced employees are better able to RECOVERfrom their mistakes.
• As work gets more complex, the number and complexity of errors increase
HOP Principle 1: People are fallible and even the best
make mistakes.
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15©2020 National Safety CouncilCONFIDENTIAL
ERROR is NOT a choice.
Mistakes & Errors
Violations
=
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Workers are MASTERS at
adaptive problem solving
HOP Principle 2:
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The Black Line – “Work-as-Envisioned or Planned”The Blue Line - “Work-as-Done”
WHAT IS HAPPENING?• Adaptions• Adjustments• Work-arounds• Problem Solving• Tweaking• Fine-Tuning• Goal Trade-Offs
NormallySuccessful!
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• All work environments are dynamic
• We expect (pay) workers to get the job done
• Workers are experts at [complex] adaptive problem solving
• Procedures are always underspecified
• Planners are not smarter than workers
• Workers are the “Masters of the Blue Line”, the heroes of our workplaces
Work Changes Every Day
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The Black Line – “Work-as-Envisioned or Planned”The Blue Line - “Work-as-Done”
OPERATIONAL RISK ACCUMULATION
“REA
L”m
argi
n f
or
“Err
or”
WHAT IS HAPPENING?• Adaptions• Adjustments• Work-arounds• Problem Solving• Tweaking• Fine-Tuning• Goal Trade-Offs
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20©2020 National Safety CouncilCONFIDENTIAL
Context --> ORGANIZATIONAL
PROCESSES, VALUES & INCENTIVES, AND
OPERATIONAL SYSTEMS -->
drives worker actions and behaviors.
HOP Principle 3:
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21©2020 National Safety CouncilCONFIDENTIAL
“People do not operate in a vacuum, where
they can decide and act all-powerfully. To err
or not to err is not a choice. Instead,
people’s work is subject to and constrained
by multiple factors.”
— Sidney Dekker
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Local RationalityPeople do things that
make sense to them at the time,
under the existing circumstances (expectations, goals, resources, mindset, culture…),
otherwise, they would not do them!
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Requirements, Expectations, and Feedback
Tools, Resources, and Job-site Conditions
Incentives & Disincentives
Knowledge and Skills
Capacity and Readiness
Personal Motives, Expectations, and Preferences
CONTEXT
Individual
Factors
23
35%
29%
11%
11%
8%
6%
Task and
Organizational
Factors
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“Workplaces and organizations are easier to
manage than the minds of individual workers. You
cannot change the human condition, but you can
change the conditions under which people work.”
— Dr. James Reason
Organizational Processes
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Leadership’s response
to FAILURE matters.
HOP Principle 4:
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How does your organization
respond to FAILURE?
Crime & Punishment(Blame, Shame, & Retrain)
or
Diagnose & Treat(Learn First, then Act)
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WHY do you perform
an incident investigation
(event review)
after an accident?
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The Black Line – “Work-as-Envisioned or Planned”The Blue Line - “Work-as-Done”
WHAT IS HAPPENING?• Adaptions• Adjustments• Work-arounds• Problem Solving• Tweaking• Fine-Tuning• Goal Trade-Offs
NormallySuccessful!
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29©2020 National Safety CouncilCONFIDENTIAL
Local RationalityPeople do things that
make sense to them at the time,
under the existing circumstances (expectations, goals, resources, mindset, culture…),
otherwise, they would not do them!
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30©2020 National Safety CouncilCONFIDENTIAL
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• Hindsight bias is always a factor in event investigations.
• Your perspective, by definition, does not allow you to see the worker’s perspective.
• The fact that you are investigating an event arms you with information that the workers did not have!
Responding to an Event
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The Challenge: Not to let
post-event hindsight
bias our judgment of the
pre-event context.
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Blame fixes nothing!
HOP Principle 5:
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BLAMEBlame SILENCES communications
Blame CUTS OFF access to information
Blame IMPEDES learning
Blame STIFLES improvement efforts
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You can EITHER
Blame & Punishor
Learn & Improve
You CANNOT do BOTH!!
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Improvement happens
through learning.
HOP Principle 6:
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“In a world of change, the learners
shall inherit the earth,
while the learned shall find themselves perfectly
suited for a world that no longer exists.”
- Eric Hoffer
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Building a Learning Culture: A Learning Organization
• Learn from EVENTS, NORMAL WORK AND SUCCESSES
• Learning is integrated into all stages and aspects of work
• Learning happens at all levels of the organization
• LISTENING is required in order to learn; listening is a skill and takes practice
• Learn first, then improve - -> otherwise you might just have made things worse!
• Top organizations are obsessed with learning!
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38©2020 National Safety CouncilCONFIDENTIAL
Principles of
Human & Organizational Performance
1. People are fallible, and even the best make mistakes
2. Workers are masters at adaptive problem solving
3. Context drives worker actions and behaviors
4. Leadership’s response to failure matters
5. Blame Fixes Nothing
6. Improvement happens through learning
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39©2020 National Safety CouncilCONFIDENTIAL
What is HOP?Human and organizational performance
(HOP) is a risk-based OPERATING
PHILOSOPHY which recognizes that
ERROR is part of the human condition
and that an organization's PROCESSES
AND SYSTEMS greatly influence
employee actions and choices, and
consequently, their likelihood of
success.
Organizational Systems
People
Culture
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40©2020 National Safety CouncilCONFIDENTIAL
Discussion OverviewGOAL: Provide an introduction to human & organizational performance (HOP) that will, in turn, create an appetite for you to learn more about HOP, and motivate you to begin, or engage in, your organization’s HOP journey.
SESSION OVERVIEW:
• What is Human & Organizational Performance (HOP)?
• 6 Key HOP Principles
• Why HOP?
• Who Should Implement HOP?
• Starting Your HOP Journey
• Recommended Reading List for Continued Learning
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41©2020 National Safety CouncilCONFIDENTIAL
WHY HOP?
• Fatal & Serious Injury Prevention
• Enriched Employee Engagement
• Operational Excellence
• ⬆️ Work Quality
• ⬆️ System Reliability
• ⬆️ Productivity
The broader the integration of HOP
(H&S, Environment, Engineering, Quality,
Finance, etc.) the broader and greater the
benefits will be.
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This is a deliberate change in strategy
Because Error is NORMAL --> Plan for failure
Build in the capacity to FAIL SAFELY
HOP & FSII Prevention
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HOP Case Study Medical Supplies Manufacturing Facility
• Facility introduced to HOP
• 1 Year into HOP Journey
• 2 Years into HOP Journey
• SCOT at 73%Backlog at 2.0MM
• SCOT at 79%Backlog at 2.5 MM
• SCOT at 95%Backlog at 0.2 MM
SCOT = Shipped Complete On Time
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WHO Should Implement
HOP?
EVERYONE!
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STARTING YOUR HOP JOURNEY
• EVENT REPORTING and RESPONSE
• BLUE LINE REVIEWS
Integration
Deployment
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STARTING YOUR HOP JOURNEY
EVENT REPORTING & RESPONSE
1. Shift thinking from WHY HOW
2. Train those who receive reports of failures in HOP Principles
3. Build “time to learn” int event response process
4. Eliminate automatic discipline
5. Update language
• Replace “INVESTIGATION” with “EVENT REVIEW” or “EVENT LEARNING”
• Replace ”WITNESS” with “INTERVIEWEE”
• Replace “EVIDENCE” with “FACTS”, “DATA” and “INFORMATION”
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STARTING YOUR HOP JOURNEY
BLUE LINE REVIEWS
• Did anything in your work surprise you today?
• Tell me about the last time you had to adapt or veer from the job
instructions?
• What is the worst thing that could happen in your job? What can be
done to ensure this never happens?
• What is the best and worst part(s) of your job or this task?
• If you had a $1MM, what would you change about your job?
• Is there anything I can do to improve your job?
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48©2020 National Safety CouncilCONFIDENTIAL
Recommended Reading
• Pre-Accident Investigations: An Introduction to Organizational Safety, by Todd Conklin
• The 5 Principles of Human Performance: A Contemporary Update of the Building Blocks of Human Performance for the New View of Safety, by Todd Conklin
• Humble Inquiry: The Gentle Art of Asking Instead of Telling, by Edgar H. Schein
• Bob’s Guide to Operational Learning: How to Think Like a Human and Organizational Performance (HOP) Coach, by Bob Edwards and Andrea Baker
• Risk-based Thinking: Managing the Uncertainty of Human Error in Operations, by Tony Muschara
• Disastrous Decisions: The Human and Organisational Causes of the Gulf of Mexico Blowout, by Andrew Hopkins
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Not a
DESTINATION
HOP is
a JOURNEY
ENJOY THE RIDE!