High Reliability Organizing HRO The Third Component of
High Reliability Organizing (HRO): The Third Component of a Safe and Productive Unit Presented at the Pacific Northwest Fire Operations Workshop Portland, OR – March 17, 2010 by David Christenson
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Three Components of A Safe And Productive Unit 3 HRO Principles: Ø Track small failures Ø Resist oversimplification Ø Sensitive to operations Ø Maintain capabilities for resilience 1 Flexible Learning Reporting Be willing to share concerns Just Ø Take advantage of shifting locations of expertise 2 Safety Culture Respect feedback Be a student Rules don’t and can’t cover every situation
Building on Strengths Fundamental to success in HRO implementation are the connection of people and the trust necessary for optimal knowledge flow.
Thrive or Survive? ü Study: Since the year 2000 about seventyfive percent just survive at work.
My Experience ü Since 1978 my experiences have taught me that: ü The tools of: ü Organizational Learning ü Leadership Development ü and High Reliability Organizing Are effective ways to begin connecting people and engaging them in their work.
1978 - 1982
1994
Human Factors & Org. Learning
Roberts Weick Sutcliffe
Vulnerable --- Fallible üPressure üSocial üPolitical üEconomic üPeer üHuman Factors üStress üFatigue üEgo
Challenges that Call for HRO Roberts & Rousseau, 1989 ü Hypercomplexity ü Tight Coupling ü Extreme Hierarchical Differentiation ü Multiple Decision-Makers in a Complex Communication Network ü High Degree of Accountability ü Need for Frequent, Immediate Feedback ü Compressed Time Constraints ü High Workforce Mobility
Swiss Cheese Model James Reason’s Epidemiological Model Analogy The Field Guide to Understanding Human Error by Sidney Dekker, 2006
Swiss Cheese Model vs. Metaphor Conditions
Recognition Primed Decision-Making Gary Klein S CA 2007 S CA 2003
Recognition Primed Decision-Making Gary Klein
New: Critical Thinking Skills Training ü A deliberate, systematic awareness of the process and products of one’s own thinking Targets the common errors of: Overlooking important details Misinterpreting information Making incorrect assumptions
Critical Thinking ü Improving the probability of a desirable outcome by improving your judgment ü Combine Both Recognition Primed Decision-Making and Critical Thinking Recognition/ Metacognition
Critical Thinking Through Dialog ü Teamwork and Communications Improve ü Determine the acceptability of a belief or action ü Q & A about alternative possibilities ü Improves understanding of the situation and plan ü Learn more about beliefs, assumptions and interests ü Generate more successful decisions and create novel solutions
AARs & Sand Tables
Dynamic Decision-Making
Principles of HRO 1. Tracking Small Failures 2. Resisting Oversimplification 3. Sensitive To Operations 4. Maintaining Capabilities For Resilience 5. Taking Advantage Of Shifting Locations Of Expertise Weick & Sutcliffe, Managing the Unexpected 2001
HRO Audits & Implementation ü Fundamental to success in HRO implementation are the connection of people and the trust necessary for optimal knowledge flow. ü Is the HRO information arriving in the context of a fertile learning environment where people are connected, engaged, and where knowledge flows?
Context ü “To treat information as context-free, that is, independent of circumstances, places us at risk for mindless thoughts, decisions, and behaviors. Placing information within context leads to mindfulness. ” Ellen Langer, publishing Mindfulness. in 1989, and The Power of Mindful Learning in 1997
We All Needed To Learn Quickly
Connected ü “Mindlessness develops from automatic behaviors, repetition, and use of a single perspective. ” (Langer 1989) ü Mindfulness welcomes new information, becomes inclusive of the process used and the environment actors are in, rather than only on the outcome.
Soft Aspects? ü Connection improves both individual and group performance ü So paying attention to creating an optimal work environment requires paying attention to the so-called soft aspects ü Such as the meaning of work and the way people treat each other.
So What? ü Connection in positive work relationships provides: ü A sense of well-being, minimizes stress, and makes us more trusting. ü Without connection: ü People feel lonely, isolated, confused and become distrusting, disrespectful and dissatisfied. . . Corrosive environments. Dr. Edward Hallowell at Harvard Medical School.
Costs ü “The Gallup Organization conservatively estimates the annual economic cost to the American economy from the approximately 22 million American workers who are extremely negative or “actively disengaged” to be between $250 and $300 billion. ”
Vision + Value + Voice = Connection ü Vision when everyone is united by common values, proud of their unit’s reputation, and motivated by their mission ü Value exists in an organization when everyone understands the basic psychological needs of people, behaves in ways that appreciates their positive, unique contributions, and acts to help them achieve their potential. ü Voice exists in an organization when everyone seeks the ideas of others, share ideas and opinions honestly, and safeguards relational connections.
“Next step” in the evolution of organizations ü Beyond masters of task excellence ü Beyond “star systems” ü …we in it shall be remembere’d, We few, we happy few, we band of brothers:
Inspirational Leadership ü Leaders know that one of their main responsibilities is to inspire the people they lead. ü Vision represents the cultural element of inspiring identity
Inspirational Leadership ü Human value in a culture is: ü About treating people with respect and dignity ü About empowering them to achieve their potential. ü Leaders need to identify and remove the obstacles that make people feel devalued.
Delete What Devalues ü Eliminating disrespectful, condescending and rude behavior. ü Going easy on criticism. ü Minimizing unnecessary rules and excessive controls. ü Eliminating excessive signs of hierarchy. ü Getting rid of devaluing managers.
Add Elements that Enhance Value ü Making a human connection with as many people as possible. ü Treating and speaking to employees as partners. ü Helping employees find the right roles. ü Educating, informing, and listening to employees. ü Decentralizing decision making. ü Recognizing the human need for work/life balance
Leaders Increase Trust ü “Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don’t; rather, trust is a pragmatic, tangible, actionable asset that you can create – much faster than you probably think possible…I contend that the ability to establish, grow, extend, and restore trust is not only vital to our personal and inter-personal well being; it is the key leadership competency of the new global economy. ” Stephen M. R. Covey, The Speed of Trust: The One Thing That Changes Everything
Trust – The Hidden Variable ü Strategy x Execution = Results should be changed to show it by: (Strategy x Execution) Trust = Results ü Following charts from: a study of trust in business by Logica. CMG and Warwick Business School in 2005; another by Watson Wyatt, Work. USA study in 2002; and another study about trust in schools presented by Stanford professor Tony Byrk, in 2004, published in 2002.
The 60% Tax (Very Low Trust) In the organization… In personal relationships… • Unhealthy working environment • Hostile behaviors (yelling, blaming, accusing, name-calling) followed by periods of brief contrition • Unhappy employees and stakeholders • Intense political atmosphere with clear camps and parties • Excessive time wasted defending positions and decisions • Painful micromanagement and bureaucracy • Guarded communication • Constant worrying and suspicion • Mistakes remembered and used as weapons • Real issues not surfaced or dealt with effectively
The 40% Dividend (World-class Trust) In the organization… In personal relationships… • High Collaboration and partnering • True joy in family and friendships, characterized by caring and love • Effortless communication • Free, effortless communication • Positive, transparent relationships with employees and all stakeholders • Inspiring work done together and characterized by purpose creativity • Fully aligned systems and excitement structures • Completely open transparent • Strong innovation, confidence, and relationships loyalty • Amazing energy created by relationships
Inspiring trust ü Extending “smart trust, ” restoring trust when it has been lost, and developing a propensity to trust. ü “…where people begin to trust each other and share ideas…(changes occur. ) ü Cultivating “Knowledge Flow” increases connection and people begin to make better decisions, increase creativity, and inspire innovation so they start thriving in a healthy environment. ”
Knowledge Flow ü The expanded connection component called Voice ü Increases creativity and innovation ü Sgt. Curtis Cullen’s idea for the Rhino tank when it quickly made its way to Gen. Omar Bradley in time to liberate France in WWII ü AIM-7 F and Raytheon Missile Systems ü After Action Reviews
What “Learning Organizations” Do Learning organizations become skilled at continuously: ü 1. ) Creating, acquiring, interpreting, transferring and retaining knowledge ü 2. ) And at purposefully modifying their behavior to reflect new knowledge and insights Definition by David Garvin in Learning In Action: A Guide To Putting The Learning Organization To Work, 2000
A Litmus Test ü Does my org. have a defined learning agenda? ü Is my org. open to discordant information? ü Does my org. avoid repeated mistakes? ü Does my org. lose critical knowledge when key people leave? ü Does my org. act on what it knows?
A Supportive Learning Environment ü Psychological safety ü Appreciation of differences ü Openness to new ideas ü Time for reflection
Leadership & Reinforcing Learning ü Invite input ü Ask probing questions ü Encourage multiple points of view ü Provide time for reflection
Information to Knowledge Learning Culture Informed “If timely, candid information generated by knowledgeable people is available and disseminated, an informed culture becomes a learning culture. ” Timely Candid Available Disseminated Weick & Sutcliffe, Managing the Unexpected 2001
HRO = A Mindset
Total Immersion In A Mindset That Holds Our Foundations Together Fundamental to success in HRO implementation are the connection of people and the trust necessary for optimal knowledge flow.
You can do this! ü Not everyone will right away ü Org. Learning, Leadership & HRO thinking, behaviors and principles are worth the effort ü Quality – Likelihood of harm to your processes and products will be reduced ü Safety – Likelihood of harm to your people and your publics will be reduced ü Reliability – Absence or reduction of harm in extreme, uncertain, or unexpected environments. ü Trust and confidence will increase internally and externally
Questions? Need Resources? ü Contact information: ü David Christenson ü Wildland Fire Lessons Learned Center ü National Advanced Fire & Resources Institute üdchristenson@fs. fed. us üwww. wildfirelessons. net
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