HUMAN PERFORMANCE

Whole Brain Thinking For Future Leaders T. Shane Bush 1. 2. Leadership Attributes Human Performance Fundamentals Becoming a Leader in Human Performance 3. We Live in a World of Abundance • • • • • • 2.4 billion/yr on candles 4 billion downloading ring tones GM, Art, entertainment and mobile sculpture, 13% homes purchased were 2nd homes 17 billion self storage Trash bags (90 other countries Everything) 2010 CEREBRAL LEFT Analytical Math Compliance Regulated Mandatory Text Logical Factual RIGHT Creative Synergistic Imaginative Holistic Contextual Futuristic Intuitive Feelings Whole Brain Thinking For the Future of Leadership Human Performance Safety Leadership Leaders Challenge: Identifying what factors affect people performance By permission of Jerry Harbour A Simple Model Performance outcome Y is a function of factors X. Performance Outcome Y = f (x) Factors Affecting Outcome Y By permission of Jerry Harbour Are People a Critical X? By permission of Jerry Harbour Tangible vs. Intangible Assets 100 90 80 70 60 50 40 30 20 10 0 % 83% 69% 31% 17% Tangible Intangible 1978 1998 Source: Blair and Cochran, 2001 Y = f (x1, x2, x3, x4, x5, … xn) Little or no effect on y Positive effect on y Negative effect on y The real challenge is to identify those factors that do and don’t drive performance. By Permission of Dr. Jerry Harbour “In order to identify the elusive recipe for outstanding leadership, we have reviewed data ranging from leaders neurology to measures of the emotional climate that a leader creates.” Outstanding leaders seem to have one common characteristic trait…….. Daniel Goleman, Ph.D Richard Boyatzis, Ph.D Annie McKee, Ph.D What are the top 3 or 4 Attributes of a great leader you have worked for? Emotional Intelligence What is Emotional Intelligence? An adeptness at managing ourselves and our interactions with others. It is HOW to Lead…… Most of the material on successful leaders seem to capture three reoccurring principles on what to lead… 1.Set expectations 2. Assess performance 3. Reinforce behaviors (What) Leadership Emotional Intelligence (How) + 1. Set expectations 2. Assess performance 3. Reinforce behaviors (What) = The true measure of Leadership is….. Influence! Nothing More, Nothing Less. Fundamental Techniques in Handling People The big secret of dealing with people If you want to gather honey, don’t kick over the beehive Fundamental Techniques in Handling People If you want to gather honey, don’t kick over the beehive Gettysburg, July 4, 1863 General Lee General Meade Fundamental Techniques in Handling People If you want to gather honey, don’t kick over the beehive “My Dear General, I do not believe you appreciate the magnitude of the misfortune involved in Lees escape. He was within our easy grasp, and to have closed upon him would, in connection with our other late successes, have ended the war. As it is, the war will be prolonged indefinitely. If you could not safely attack Lee last Monday, how can you possibly do so south of the river, when you can take with you very few – no more than two-thirds of the force you then had in hand? It would be unreasonable to expect that you can now effect much. Your golden opportunity is gone, and I am distressed immeasurably because of it” Abraham Lincoln If you have a topic for the new HSE news, we would like to hear from you. Contact us at jdrake@ABC.org Mr. Drake, I would like to submit an article about Human Performance ….. Sincerely, Timothy Shane Bush Tim, Thanks for your interest. I will forward your note to the appropriate folks. Jane MISS Drake! Miss Drake, I apologize for assuming. By the way I go by SHANE. Fundamental Techniques in Handling People The big secret of dealing with people “Everyone has a desire to feel important” Dr. John Dewey Dr. Sigmund Freud “This desire makes us want to wear the latest styles, drive the latest cars, and talk about our brilliant children.” Dale Carnegie Fundamental Techniques in Handling People The big secret of dealing with people Why would Dillinger announce who he was? Who Wanted to be Called; “His Mightiness, the President of the United States” Washington Columbus “Admiral of the Ocean and Viceroy of India” “Her Imperial Majesty” Catherine the Great Shane Bush “DOE Human Performance GuRu” Whole Brain Leadership LEFT (What) 1. Set Expectations 2. Assess Performance 3. Reinforce Behaviors RIGHT (How) An adeptness at managing ourselves and our interactions with others Human Performance Improvement A New Way of Thinking! Leaders are challenged to “detect the undetected”. Traditional walkabouts and assessments will not detect Latent Conditions. X Illustration from: The Field Guide to Human Error Investigations Active + Latent Factors = Adverse Event Self-destruct Code X247685WTZ Minor Adjustment Code X247865WTZ Is this really just human error – inattention to detail? By permission of Jerry Harbour Why a Human Performance Improvement Approach? Human Errors Occurrences 80% Human Error 70% Latent Organization Weaknesses 30% Individual 20% Equipment Failures Anatomy of an Event Flawed Defenses Vision, Beliefs, & Values Vision, Beliefs, & Values Event Initiating Action Latent Organizational Weaknesses Error Precursors Principles 1. People are fallible, and even the best make mistakes. 2. Error-likely situations are predictable, manageable, and preventable. 3. Individual behavior is influenced by organizational processes and values. 4. People achieve high levels of performance based largely on the encouragement and reinforcement received from leaders, peers, and subordinates. 5. Events can be avoided by understanding the reasons mistakes occur and applying the lessons learned from past events. Just Culture Accountability Account for ones Actions or Behaviors Culpability Worthy of Blame Two Kinds of Error Active Error Latent Error (leading to latent conditions) Strategic Approach Re + Md  ØE 1. Anticipate and prevent active error (Re) at the job-site. 2. Identify and eliminate latent organizational weaknesses (Md). Stuff You Need to Know Adverse Event Consequence Active Latent Factors + Factors Exacerbating Mitigating + Factors + Factors • Adverse events are those events with real or potential negative consequences. • Latent factors are those “set-up” factors present prior to an adverse event. Latent factors induce vulnerability into a system. • Active factors are those triggering, forcing, or initiating factors. They “exploit” latent factors. • Exacerbating factors are those factors that made the consequences as bad as they were. • Mitigating factors are those factors that tend to keep the consequences from being more severe than they actually could have been. By permission of Jerry Harbour Two Views of Human Error The Old View of Human Error Human error is the cause of accidents To explain failure, you must seek failure. The New View of Human Error Human error is a symptom of trouble deeper inside a system To explain failure, do not try to find where people went wrong. You must find people‟s inaccurate assessments, wrong decisions, bad judgments Instead, find how people‟s assessments and actions made sense at the time, given the circumstances that surround them Dekker, 2002 Human Performance Simulator Time Pressure Active Errors Error Traps Confusing Displays Error Precursors Latent Errors Critical Steps Re + Md = 0 Latent Conditions: Latent conditions are undetected deficiencies in processes or values that create work place conditions that either provoke error or degrade the integrity of defenses. Management Assessments and Observations should be all about the Latent Conditions! Human Performance Types of Errors Active Errors Workers Equipment Latent Errors Managers, Engineers, Workers Paper, values, and beliefs Later or delayed No Who? What? When? Immediate Visible Yes ? Inattention to Details Vs Loss of Situational Awareness Limitations of Human Nature           Avoidance of mental strain Inaccurate mental models Limited working memory Limited attention resources Pollyanna effect Mind set Difficulty seeing own errors Limited perspective Susceptible to emotion Focus on goal Error Precursors Task Demands • Time pressure (in a hurry) • High Workload (high memory requirements) • Simultaneous, multiple tasks • Repetitive actions / Monotony Individual Capabilities • Unfamiliarity w/ task / First time • Lack of knowledge (mental model) • New technique not used before • Imprecise communication habits • Irrecoverable acts • Interpretation requirements • Unclear goals, roles, & responsibilities • Lack of or unclear standards • Lack of proficiency / Inexperience • Indistinct problem-solving skills • “Unsafe” attitude for critical tasks • Illness / Fatigue Work Environment • Distractions / Interruptions • Changes / Departures from routine • Confusing displays or controls • Workarounds / OOS instruments • Hidden system response • Unexpected equipment conditions • Lack of alternative indication • Personality conflicts OOS – out of service Human Nature • Stress • Habit patterns • Assumptions • Complacency / Overconfidence • Mind-set • Inaccurate risk perception • Mental shortcuts (biases) • Limited short-term memory Performance Modes High ? Attention (to task) Inaccurate Mental Picture Misinterpretation Low Low Inattention Familiarity (w/ task) High Source: James Reason. Managing the Risks of Organizational Accidents, 1998. D Human Performance Fundamentals Defenses • Hard • Soft (Defenses must be evaluated within „Context‟) Human Performance Fundamentals Chapter III Dangerous Defenses Human Performance Fundamentals Regulators Damned if they do and Damned if they Don‟t • Workload increased, resources slashed • Accused of being to close to the client, while the client see’s them as intrusive and obstructive • Accused of not being familiar with the operations, but depend upon the client for this information • Usually technical specialists, while most accidents are due to the interaction between human and organizational factors Contractor vs DOE Perspective Please participate in the following activities …….. 1. Color of dots…….. 2. Yellow dots disappearing 3. Color of Moons 4. Red up, Green Down 5. Yellow or Blue Dots moving? Company Goal Re + Md = 0 0 Major Minor HPI Defenses First Aid Close Calls/Near Miss (hit) 5 errors/hr 3 errors/hr 0 >106 At-Risk Behavior Errors/Mistakes Victims of our Own Success Major Minor First Aid Close Calls Near Miss At-Risk Behavior Errors/Mistakes Heart Attack? Error rates, Error Precursors, Latent Errors, LOW's, Critical Steps, Performance Modes, P+ - N- ratio, HPI Defenses, Critical Steps, Major Minor First Aid Close Calls Near Miss At-Risk Behavior Errors/Mistakes Total Recordables Day Away Case Rate