By Randy Cadieux
The podcast currently has 27 episodes available.
Episode 27-Matthieu Branlat, Resilience Engineering. Biography: Matthieu Branlat is a Senior Scientist at SINTEF ICT in Trondheim, Norway. He obtained a PhD in Cognitive Systems Engineering from the Ohio State University in 2011. His research explores ways to contribute to the knowledge and improvement of socio-technical systems, particularly in high-risk environments. Themes of investigation include resilience engineering and system safety, decision-making, collaborative work, cross-cultural competences and the design of technology to support human operations. Recent and on-going projects are conducted in domains such as crisis response; air traffic management; military operations; intelligence analysis and cyber security; medical care and patient safety. Book recommendations: Resilience Engineering: Concepts and Precepts by David Woods, Erik Hollnagel and Nancy Leveson Resilience-Engineering in Practice: A Guidebook by Erik Hollnagel, Jean Paries, David Woods, and John Wreathall Sources of Power by Gary Klein Behind Human Error by David Woods, Sidney Dekker, Richard Cook, Leila Johannesen, and Nadine Sarter Contact information: email: [email protected]
Biographic Sketch, Marc Rounsaville Rounsaville is currently one of the principles and a Senior Advisor for O4R Organizing for Resilience as well as the managing director of Bluejack Consulting. These firms specialize in leadership development, risk management and executive coaching. Clients from petroleum, banking, healthcare and emergency management industries seek out the technology and skills of these two companies. Both organizations serve individuals, organizations and governments with education, coaching, mentoring, professional leadership development, advanced emergency management and principles-based thinking. The diverse clients served include, US Forest Service, Dialogos International, Hospital Performance Improvement, Corsican Fire Department, Statoil, TOTAL, European Organization for Security and the Norwegian Oil and Gas Board. Prior experience includes; Special Assistant for Continuous Improvement and Risk Management, Deputy Director -- Operations US Forest Service Fire and Aviation, Area Commander, and Type 1 Incident Commander. In these roles Rounsaville led men and women in emergency response for fires, hurricanes, events and terror attacks. Program management duties during this period encompassed training, preparedness and risk management for emergency response and aviation activities across the Untied States. Book Recommendations: Team of Teams by Chris Fussell, David Silverman, Stanley A. McChrystal, and Tantum Collins The Invisible Gorilla by Christopher F. Chabris and Daniel Simons The Man Who Lied to His Laptop by Clifford Nass and Corina Yen Contact: http://www.org4resil.com/
Overview:
Jason Hand and I discuss the importance of moving away from a blame-oriented culture and towards a learning culture. Jason talks about the importance of understanding how cognitive biases influence decision-making and the need to understand this when conducting post mortems. Jason talks about balancing efficiency and thoroughness, and the importance of using blame-free post mortems as a means for learning. While Jason comes from a tech world, this talk has application to a variety of sectors, including high-risk industrial work.
Jason Hand’s Biography:
DevOps Evangelist at VictorOps, organizer of DevOpsDays - Rockies, author of the books O’Reilly’s “ChatOps: Managing Operations from Group Chat" as well as "ChatOps for Dummies”. Jason is a co-host of “Community Pulse” (a podcast on building community in tech), and organizer of a number of DevOps related events in the Denver/Boulder area. A frequent speaker at DevOps events around the country, Jason enjoys talking to audiences large and small on a variety of technical and non-technical subjects such as Modern Incident Management, Learning From Failure, Cognitive Bias, ChatOps, and building communities.
Show Notes:
Information Technology is no longer just a cost center and needs to be seen as a way for companies to innovate and become market leaders. Trying to innovate and experiencing failure can be an important way to learn. Post-Mortems are an important tool for learning and organizations should be transparent about learning and sharing that information about safety with others in the industry. Root cause analysis may uncover something that broke, and that can be fixed, but it may result in a lack of innovation in complex systems unless the organization tries to avoid a check the box mentality for a quick-fix and actually learn and improve the system. After negative events occur, when investigators use the word “why” that can sometimes imply “who” and it is important to avoid blame during post-mortem events, yet organizations often seek blame and accountability from a single individual. Accountability means to “give an account of what took place” or describe what too place. Accountability is not the same as responsibility. DevOps works to create high-functioning teams rather than silo’d teams. When silo’ing goes away organizations can become more innovative and other industries may learn a great deal from how DevOps is working to overcome silo’ing and a lack of cooperation towards system goals. Theory of Constraints may be used to help understand system goals and reduce silos in organizations.
Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription
Resources:
Books: The Phoenix Project by Gene Kim, George Spafford, and Kevin Behr, Thinking Fast and Slow by Daniel Kahneman, Black Box Thinking by Matthew Syed and The Cynefin Mini-Book-Info-Q by Greg Brougham
Contact: Web: www.victorops.com www.jasonhand.com www.techbeacon.com Twitter: @jasonhand
Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, human performance, human performance podcast, Crew Resource Management, Crew Resource Management Podcast, HRO podcast, DevOps, blame free post-mortems
Overview:
Todd Schlekeway is the Executive Director of the National Association of Tower Erectors. In this episode we talk about what it takes to lead a trade association dedicated to quality and safety in what has traditionally been a high-risk industry. Todd shares his experiences in sports, legislature and trade association leadership and how he works to bring people together for a set of common goals in an extremely important industry.
Todd Schlekeway’s Biography: Todd became the Executive Director of the National Association of Tower Erectors (NATE) in June of 2012. As Executive Director of NATE, Todd provides overall leadership and vision working in concert with the Association’s staff, Board of Directors, volunteer Standing Committees and approximately 780 member companies. Prior to joining NATE, Todd worked for seven years as the founder and principal of a public affairs and communications firm called Full Court Strategies Group, LLC. Todd also has extensive policy experience having served for two terms in South Dakota’s state legislature where he represented a Sioux Falls, South Dakota legislative district in both the State House and the State Senate. Todd received his undergraduate college degrees from the University of Sioux Falls (USF) with a B.A. in History/Political Science and a B.S. in Exercise Science. He also earned a Master’s degree in Education (M.Ed.) from USF. While at the University of Sioux Falls, Todd also participated in collegiate athletics as a member of the USF basketball team. Todd currently resides in Sioux Falls, SD with his wife Jill and three sons Gavin, Grant and Jett.
Show Notes:
Todd learned a lot about leadership through athletics. Character, integrity, building relationships and learning to deal with adversity were very important in Todd’s life growing up and helped shape who he is today.
Serving as a legislator helped Todd learn how to leverage relationships to pass legislations and build coalitions.
He now manages an 810+ member trade organization.
The tower industry is a high-risk industry and NATE is working to make the industry safer.
There are multiple layers within the tower industry and NATE is working hard to protect safety and quality from being compromised. There is a direct correlation between quality and safety.
Behind the mobile technology we use every day there are tower climbers doing work to construct, maintain and repair cell towers on a regular basis. This is an important job and safety has to be integrated into tower work.
NATE is at the forefront of working to provide safety training for the tower industry.
As the industry prepares for 5G technology NATE is also preparing for the spike in demand and their mission is to help make sure the men and women working in the tower industry go home safely at the end of the day.
Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Resources:
Books: The Bible. A Team of Rivals by Doris Kearns Goodwin
Contact:
Web: www.natehome.com
Twitter: @natesafety
Email: [email protected]
Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, human performance, human performance podcast, Crew Resource Management, Crew Resource Management Podcast, HRO podcast
Overview:
Mike Quashne is the Manager of Experience Assessment for PPL. In this episode we discuss Human Performance and how Human Performance tools may be used to help reduce biases and to help improve safety and operational performance.
Mike Quashne’s Biography:
Mike Quashne is a US Air Force Academy graduate and spent 7 years in the US Air Force as a personnel officer and project manager. After leaving the Air Force he came to PPL Electric Utilities in the Transmission Project Management department, and recently took over as the Manager of Experience Assessment. The team is responsible for their Corrective Action Program, which includes incident investigations and data tracking, and the human performance program, which is designed to prevent incidents by bringing attention to common, often unconscious, mental errors.
Show Notes:
Mike likens Human Performance to a “life hack” to help people to understand their unconscious decisions to help with recognizing where those may be pushing them into an error.
With unconscious bias it’s as if the brain fills in the gaps in our decision-making with information that isn’t always correct and sometimes this will set “error traps”
Human Performance Tools may be used to help reduce the likelihood workers will track into dangerous decision errors.
Communicating Human Performance Tools across the organization is important.
Storytelling and using stories to get the message across about what happened during events is important for organizational learning.
The Stop/Timeout Human Performance Tool is a last line of defense, but may be a very powerful tool if used correctly.
Even with standardized procedures, adaptability, thinking and decision-making will be required during complex work.
More often than not people succeed in their work, yet too often they are blamed when failure or error occurs.
Human Performance helps people to understand their decisions and reduce unconscious biases for improved decision-making.
Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription
Resources:
Funny video on communications: https://www.youtube.com/watch?time_continue=7&v=OdKa9bXVinE
Books: Subliminal by Leonard Mlodinow, How to Win Friends and Influence People by Dale Carnegie, Thinking Fast and Slow by Daniel Kahneman.
Contact:
Web: www.pplweb.com, www.pplelectric.com
Email: [email protected]
Keywords:
Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, human performance, human performance podcast, Crew Resource Management, Crew Resource Management Podcast, HRO podcast
In this episode V-Speed's founder discusses the concepts of adaptability as a critical skill, adaptive capacity and safety margin, and resilience.
Overview:
In this episode Gareth Lock and I talk about human factors and the importance of creating a team based environment and culture that supports open and honest feedback for safety and organizational improvement. Gareth talks about his efforts to improve safety in recreational diving as well.
Gareth Lock Biography:
Gareth is passionate about improving personal performance, taking lessons-learned from 25 years in the Royal Air Force as a C-130 navigator, instructor, military advisor to the research community and a requirements manager into different domains. His main area of focus at the moment is bringing human factors knowledge and non-technical skills or crew resource management training into recreational and technical diving, a sport with an inherent and irreducible risk. He is currently undertaking a part-time PhD examining the role of Human Factors in Diving incidents and accidents, and has recently launched two courses teaching human factors skills and knowledge to divers, especially relevant to those who face higher levels of risk or are supervisors or instructors.
Show Notes:
There is more behind the scenes than human error. When accidents or incidents happen and human error is listed as the cause, there is normally more within the system that led to the human error.
A lack of evidence as a result of a lack of reporting can impede improvement.
Defensiveness and a lack of accepting criticism can be a barrier to safety and organizational improvement.
“Absence of evidence doesn’t mean evidence of absence”-Nassim Taleb.
Just because there may not be a great deal of evidence about negative events doesn’t mean that safety deviations aren’t happening. Normalized deviance of proper and safe practices over time without any obvious incidents or accidents may lead people to believe that what they are doing is safe even though there may be excessive risk in the deviance from proper and safe procedures.
Building a habit of pre-checks, operational and safety awareness during operational execution, debriefing and lessons learned that seeks open and honest feedback may help improve human and organizational performance.
It can be hard to replicate operational failures in a lecture, but discussions and simulations may help accelerate the process of learning.
Adaptability as a core skill should be taught to teams working in high-risk environments.
Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription
Resources:
Books: Thinking Fast and Slow by Daniel Kahneman, Just Culture by Sidney Dekker
Contact:
Email: [email protected]
Web: https://www.humanfactors.academy and www.humaninthesystem.co.uk
LinkedIn: https://www.linkedin.com/in/garethlock
Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, HRO podcast
This is the audio rebroadcast of an Intelex Community Webinar where Randy Cadieux and Ron Gantt discussed sustainable organizational performance and new ways to think about how safety practitioners may help organizations achieve production and safety goals in the long run. You can learn more about the Intelex Community at: community.intelex.com
Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, reliability, reliability leadership, high-reliability organizations podcast, HRO podcast, resilience engineering, adaptive capacity
Overview: Bryan Fass is the President and Founder of Fit Responder, whose mission is to improve Employer Financial Wellness and Employee Physical Wellness. Their tagline is Every Lift Counts. In this episode we talk about changing the paradigm of ergonomics, fitness and wellness for organizational improvement and how Bryan is working to disrupt the status quo regarding how teams and leaders view ergonomics and fitness, and their relationship to organizational performance. Bryan Fass Biography: Bryan has dedicated the past 10 years to changing the culture of Fire-EMS, Public Works and Industry from one of pain, injury and disease to one of ergonomic excellence and employee wellness. Bryan has leveraged his 15-year career in Sports medicine, Athletic Training, Spine Rehabilitation, Strength & Conditioning and as a Paramedic to become the expert on pre-hospital patient handling/equipment handling, fire-EMS Fitness & industrial athletics. His company, Fit Responder, works nationally with departments to reduce injury and improve fitness. Show Notes: In many high-risk organizations people learn by doing and learning from other more senior people can be helpful. When more experienced people tell stories about incidents this can facilitate learning. However, taking a proactive approach to learning in advance of incidents may help improve organizational performance. Understanding how work is performed in the real world is important. Simulations should mimic real world conditions as closely as feasible. People will fall back to their lowest level of training. Understanding the limitations on the human body and taking advantage of assistive devices to improve ergonomic performance may help with overall organizational performance in the short and long term. Fatigue can play a significant role in human performance, and ergonomics training may help. Many organizations in general spend very little time on helping people to survive the job for the long-term and often have employees watch videos on how to lift safely. Bryan feels it is important to improve video based education and to add a coaching process with master trainers. Bryan uses the mantra, “Use the Tool, Don’t Be the Tool” to help people to understand that assistive tools are there to help them to perform their jobs. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Resources: Bryan recommends spending 30 minutes per day learning. Reading 30 minutes a day can be highly beneficial and a good leader who is in constant growth mode should invest time every day. Contact: Web: www.fitresponder.com Free newsletter available Social Media: Fit Responder is active on Facebook, Twitter and LinkedIn Facebook: https://www.facebook.com/fitresponder/ Twitter: https://twitter.com/FitResponder LinkedIn: https://www.linkedin.com/company/fit-responder
Overview:
In this episode Terrance O’Hanlon and I talk about reliability, safety and operational excellence. We dive deep into leadership and talk about how if leaders really want to be excellent at their jobs they need to get better at asking questions and listening. Terrance gives some excellent advice for leaders and for helping their workers to understand the value in their work. Terrance’s Bio: Terrence O'Hanlon, CMRP is the Publisher of Reliabilityweb.com®, RELIABILITY® Magazine and Uptime® Magazine. He is certified in Asset Management by the Institute of Asset Management and is a Certified Maintenance & Reliability Professional by SMRP. Terrence is the acting Executive Director of the Association of Asset Management Professionals (AMP). He is the executive editor and Publisher of the 5th Edition of the Asset Management Handbook. Terrence is also a voting member of the US TAG (PC251) for ISO 55000 - ASTM E53 Asset Management Standards Committee. More recently Mr. O’Hanlon has been selected as the sole US Representation through ANSI for ISO Working Group 39 to create a standard for competence in assessing and certifying Asset Management programs known as ISO 17021-5. Mr. O’Hanlon is also a member of the Institute of Asset Management, American Society of Mechanical Engineers, The Association of Facilities Engineers, Society of Maintenance and Reliability Professionals and the Society of Tribologists and Lubrication Engineers.
Show Notes: There are a number of proven tools for improving reliability, yet they fail about 70% of the time. Effective leadership behind these tools is one of the key drivers behind what makes these tools successful. Reliability is directly tied to safety. Reliability goes beyond the business case. It can be a factor in promoting social good, and it and can be seen as a way of life. It can be very empowering when leaders ask workers about their jobs and about what they do and know. Not only can leaders learn more, but when workers have the opportunity to explain their work it can improve morale. Asking questions, working through inquiry and listening to answers can create a more powerful force in creating greater reliability. Leaders need to work through master to discovery. Leaders need to build trust with their subordinates and have to in turn trust them. Organizations should work to preempt failures and work to prevent failures from “piercing the shell” of organizations. Organizations should work to avoid letting defects into the system. They should work to find and remove the sources of the potential defects before they enter the system, which creates greater reliability, as opposed to allowing defects into the system and then finding and fixing them later. Detection is a necessary skill, but the leverage is not letting the defects into the system. You can help do that through empowering and engaging the team and empowering team members to fix the defects before they enter the system without having to go through a bureaucratic process.
Sign up for our Newsletter: www.v-speedsafety.com/email-subscription
Resources:
Books: How to Measure Anything by Douglas Hubbard, The Toyota Way by Jeffery Liker, Don't Just Fix It, Improve It! by Winston Ledet and Sherri Abshire
99 Percent Invisible Podcast About Air France Flight 447: http://99percentinvisible.org/episode/children-of-the-magenta-automation-paradox-pt-1/
Contact:
Web: www.reliabilityweb.com
LinkedIn: https://www.linkedin.com/in/reliabilityweb
Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, reliability, reliability leadership, high-reliability organizations podcast, HRO podcast, tower safety, wireless safety
The podcast currently has 27 episodes available.