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