Leadership and HRO Becoming the Culture We Want
Leadership and HRO Becoming the Culture We Want Michael De. Grosky, CEO Guidance Group, Inc.
Effective Fire Operations and Safety l Learning Organizations l Effective Safety Culture l Highly Reliable Performance
LCES
Human Factors
Leadership Development
Movement A Group of People with a Common Ideology Who Try Together to Achieve Certain General Goals
Leadership and HRO Becoming the Culture We Want l HRO l Organizational Culture l Leadership
Challenges l Extremely Dynamic Environment l Lots of Decisions to Make l Simplified Decisions l Complex, Variable, Nearly Unknowable l Dysfunctional Momentum
Reliability Depends on Consistent Performance Avoids the: l Unwanted l Unanticipated l 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 Failure 2. Suspicious of Simple Interpretations 3. Focus on Ongoing Operations 4. Locate and Defer To Expertise 5. Capacity to Flex and Bounce Back
Effective Fire Operations and Safety l Learning Organizations l Effective Safety Culture l Highly 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 l Worked Well l Considered Valid l 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
Characteristics l. Informed Culture l. Reporting Culture l. Just Culture l. Learning Culture l. Flexible Culture Adapted from James Reason, “Managing Risks of Organizational Accidents”
Leadership An Influence Relationship Among People Who Intend Real Change that Reflects Their Mutual Purposes
Four Components l. Leadership is Influence l. Leadership is a Change Influence Relationship l. Leadership is About Change l. Pursuing 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 l Keep Simple - Make Easy to Follow l Nurture Early Followers l Be Public – Followers See Followers
Leadership and HRO l Be Strategic – Pursue Tipping Point l If Not Lone Nut, be the 1 st Follower l Courageously Follow/Show Others How
Changing Culture l More than Formal, Punctuated Events l Change Hearts & Minds of Majority l HRO a Conscious Set of Values
The Role of Leadership l Leaders Create Culture l Culture Creation - Essence of Leadership l Culture Mgt - Essence of Leadership
The Role of Leadership A Leader Wanting to Start Evolutionary Change Must First Understand the Dynamics of Culture (Schein, 1997)
Cultural Facilitators l Highly Applicable l Directly Related to Other Concepts l “Already Doing”
Cultural Barriers l Academic Skepticism l Bias for Action/Can-do l Organizational ADHD
We Lead Others By l Treating Them Individually l Stimulating Them Intellectually l Inspiring and Motivating Them l Building Trust and Commitment
Characteristics l. Informed Culture l. Reporting Culture l. Just Culture l. Learning Culture l. Flexible Culture Adopted from James Reason, “Managing Risks of Organizational Accidents”
Informed Culture Understand Variables Affecting Whole System l Human Reluctance to Simplify l Technical Sensitivity to Operations l Organizational l Environmental (Hopkins, 2002)
In Reporting Culture: Employees l Encouraged to Report l 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 Operations Commitment to Resilience (Hopkins, 2002)
Flexible Culture • Adapt to Changing Demands • Reconfigure in Face of High Tempo Ops • Shift Authority Structure Commitment to Resilience Deference to Expertise
Toward a New Philosophy l Accept That Error And Failure Are Expected And Will Happen
Contact Information Michael T. De. Grosky www. Guidance. Group. org
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