Leadership and HRO Becoming the Culture We Want.
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Transcript of Leadership and HRO Becoming the Culture We Want.
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Leadership and HROBecoming the Culture We Want
Michael DeGrosky, CEOGuidance Group, Inc.
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Effective Fire Operations and Safety
Learning OrganizationsEffective Safety CultureHighly Reliable Performance
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LCES
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Human Factors
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Leadership Development
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A Group of People with a Common Ideology Who Try Together to Achieve Certain General Goals
Movement
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Leadership and HRO
Becoming the Culture We Want
HROOrganizational CultureLeadership
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Challenges
Extremely Dynamic Environment Lots of Decisions to Make Simplified DecisionsComplex, Variable, Nearly UnknowableDysfunctional Momentum
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Reliability
Depends on Consistent Performance
Avoids the: Unwanted Unanticipated Unexplainable
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What’s HRO Look Like in Real Life?
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HRO Principles
Build Capacity More Than They Solve Problems
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Five Lessons Learned
1. Watch for Weak Signals of Failure2. Suspicious of Simple Interpretations3. Focus on Ongoing Operations4. Locate and Defer To Expertise5. Capacity to Flex and Bounce Back
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Effective Fire Operations and Safety
Learning OrganizationsEffective Safety CultureHighly Reliable Performance
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Culture
A Pattern of Shared Basic Assumptions a Group Learned as it Solved Problems of External Adaptation and Internal Integration
(Schein, 1993; 373-374)
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Culture
Worked WellConsidered Valid Taught to New Members as Correct Way to
Perceive, Think, and Feel
(Schein , 1993; 373-374)
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HRO as Part of Safety Culture
A Set of Established Attitudes, Values, Beliefs, Norms, and Practices Where Safety is Revered, Promoted and Treated as an Overriding Priority
Core Values and Behaviors Resulting from a Collective Commitment by Leaders and Individuals to Emphasize Safety Over Competing Goals Source: US Nuclear Regulatory Commission
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Characteristics
Informed CultureReporting CultureJust CultureLearning CultureFlexible Culture
Adapted from James Reason, “Managing Risks of Organizational Accidents”
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Leadership
An Influence Relationship Among People Who Intend Real Change that that Reflects Their Mutual Purposes
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Change
Relationship
Influence
Mutual Interest
Four ComponentsLeadership is Influence Leadership is a Relationship Leadership is About ChangePursuing Mutual Interest
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How a Movement is Made and…
How a Lone Nut Becomes a Leader
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Role Modeling
Be the Change You Want to See in the World
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Leadership and HRO
Keep Simple - Make Easy to FollowNurture Early FollowersBe Public – Followers See Followers
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Leadership and HRO
Be Strategic – Pursue Tipping PointIf Not Lone Nut, be the 1st FollowerCourageously Follow/Show Others How
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Changing Culture
More than Formal, Punctuated Events Change Hearts & Minds of Majority HRO a Conscious Set of Values
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The Role of Leadership
Leaders Create Culture Culture Creation - Essence of LeadershipCulture Mgt - Essence of Leadership
(Schein, 1997)
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The Role of Leadership
A Leader Wanting to Start Evolutionary Change Must First Understand the
Dynamics of Culture
(Schein, 1997)
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Cultural Facilitators
Highly ApplicableDirectly Related to Other Concepts“Already Doing”
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Cultural Barriers
Academic SkepticismBias for Action/Can-doOrganizational ADHD
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We Lead Others By
Treating Them IndividuallyStimulating Them IntellectuallyInspiring and Motivating ThemBuilding Trust and Commitment
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Characteristics
Informed CultureReporting CultureJust CultureLearning CultureFlexible Culture
Adopted from James Reason, “Managing Risks of Organizational Accidents”
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Informed Culture
Understand Variables Affecting Whole System
Human Reluctance to SimplifyTechnical Sensitivity to OperationsOrganizationalEnvironmental(Hopkins, 2002)
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In Reporting Culture: Employees
Encouraged to Report Assured Information Will be Acted On
Preoccupation with (Preventing) Failure
(Hopkins, 2002)
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Learning Culture
In Short, The Organization is Able to Learn and Change From its Prior Mistakes
Commitment to Resilience
(Hopkins, 2002)
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Just Culture
“An atmosphere of trust in which people are encouraged (even rewarded) for providing safety-related information, but in which they are also clear about where the line must be drawn between acceptable and unacceptable behavior”
Sensitivity to OperationsCommitment to Resilience
(Hopkins, 2002)
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Flexible Culture
• Adapt to Changing Demands• Reconfigure in Face of High Tempo Ops• Shift Authority Structure
Commitment to ResilienceDeference to Expertise
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Toward a New Philosophy
Accept That Error And Failure Are Expected And Will Happen
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Contact Information
Michael T. DeGroskywww.GuidanceGroup.org