Human Performance and Latent Causes

Nuclear Regulatory Commission inspector, trainer, and author Dick Swanson shares his biggest takeaways from an illustrious career learning from things that go wrong and preventing future events.

You are tasked with gathering evidence from people about a significant event that happened at work. Where do you start? How do you begin? What to do and what NOT TO DO. Rob Statham shares a simple, effective approach to interviewing people.

Your phone rings, and your manager asks you to lead an investigation into a major event that just happened at work. Your adrenaline kicks in, and your mind starts racing. Where do you begin? Rob Statham explains how to respond to that call in a way that sets you up for success.

Bob Nelms reflects on his career, learning from the things that go wrong, during his CHOLearning Hall of Fame induction.

Rob Statham shares a field experience that demonstrates Latency in action.

Latency is a very small part of an organization's culture that contributes to things going wrong. Culture influences people and is usually beneficial. Unfortunately, the 'bad' aspects of culture also influence people and are difficult to effectively identify and address.

Rob and Lesa discuss their highlights from CHOLearning's 31st Annual Learning Conference.

Three Barriers to Organizational Learning: People, People, and People. We are naturally wired with tendencies that usually help, but sometimes contribute to our problems. We are, for the most part, great problem solvers, but when we use blame as a tool to solve issues, we contribute to the small part of our culture (Latency) that causes problems. The goal is to help organizations continuously improve by addressing latency, developing a culture that does not tolerate blame, embraces understanding, and takes ownership of our roles in the challenges we face.

Learn how to identify and understand the causes of an event in a way EVERYONE learns from it. Rob Statham discusses the level of understanding required to effect lasting change, i.e. lasting improvement.

Join Rob Statham as he continues to discuss the significant barriers that organizations must overcome to become learning organizations. Without a synchronized approach to eliminate or address these barriers to learning, individuals will feel overwhelmed and ineffective. A coordinated effort by a critical mass within an organization is essential for collective learning and improvement. To achieve this, an established process is necessary.