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Leadership and HRO Becoming the Culture We Want

Leadership and HRO Becoming the Culture We Want. Michael DeGrosky, CEO Guidance Group, Inc. Effective Fire Operations and Safety. Learning Organizations Effective Safety Culture Highly Reliable Performance. LCES. Human Factors. Leadership Development. Movement.

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Leadership and HRO Becoming the Culture We Want

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  1. Leadership and HRO Becoming the Culture We Want Michael DeGrosky, CEO Guidance Group, Inc.

  2. Effective Fire Operations and Safety • Learning Organizations • Effective Safety Culture • Highly Reliable Performance

  3. LCES

  4. Human Factors

  5. Leadership Development

  6. Movement A Group of People with a Common Ideology Who Try Together to Achieve Certain General Goals

  7. Leadership and HRO Becoming the Culture We Want • HRO • Organizational Culture • Leadership

  8. Challenges • Extremely Dynamic Environment • Lots of Decisions to Make • Simplified Decisions • Complex, Variable, Nearly Unknowable • Dysfunctional Momentum

  9. Reliability Depends on Consistent Performance Avoids the: • Unwanted • Unanticipated • Unexplainable

  10. What’s HRO Look Like in Real Life?

  11. HRO Principles Build Capacity More Than They Solve Problems

  12. Five Lessons Learned • Watch for Weak Signals of Failure • Suspicious of Simple Interpretations • Focus on Ongoing Operations • Locate and Defer To Expertise • Capacity to Flex and Bounce Back

  13. Effective Fire Operations and Safety • Learning Organizations • Effective Safety Culture • Highly Reliable Performance

  14. Culture A Pattern of Shared Basic Assumptions a Group Learned as it Solved Problems of External Adaptation and Internal Integration (Schein, 1993; 373-374)

  15. Culture • Worked Well • Considered Valid • Taught to New Members as Correct Way to Perceive, Think, and Feel (Schein , 1993; 373-374)

  16. 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 Source: US Nuclear Regulatory Commission

  17. Characteristics • Informed Culture • Reporting Culture • Just Culture • Learning Culture • Flexible Culture Adapted from James Reason, “Managing Risks of Organizational Accidents”

  18. Leadership An Influence Relationship Among People Who Intend Real Change that that Reflects Their Mutual Purposes

  19. Four Components • Leadership is Influence  • Leadership is a Relationship • Leadership is About Change • Pursuing Mutual Interest

  20. How a Movement is Made and… How a Lone Nut Becomes a Leader

  21. Role Modeling Be the Change You Want to See in the World

  22. Leadership and HRO • Keep Simple - Make Easy to Follow • Nurture Early Followers • Be Public – Followers See Followers

  23. Leadership and HRO • Be Strategic – Pursue Tipping Point • If Not Lone Nut, be the 1st Follower • Courageously Follow/Show Others How

  24. Changing Culture • More than Formal, Punctuated Events • Change Hearts & Minds of Majority • HRO a Conscious Set of Values

  25. The Role of Leadership • Leaders Create Culture •  Culture Creation - Essence of Leadership • Culture Mgt - Essence of Leadership (Schein, 1997)

  26. The Role of Leadership A Leader Wanting to Start Evolutionary Change Must First Understand the Dynamics of Culture (Schein, 1997)

  27. Cultural Facilitators • Highly Applicable • Directly Related to Other Concepts • “Already Doing”

  28. Cultural Barriers • Academic Skepticism • Bias for Action/Can-do • Organizational ADHD

  29. We Lead Others By • Treating Them Individually • Stimulating Them Intellectually • Inspiring and Motivating Them • Building Trust and Commitment

  30. Characteristics • Informed Culture • Reporting Culture • Just Culture • Learning Culture • Flexible Culture Adopted from James Reason, “Managing Risks of Organizational Accidents”

  31. Informed Culture Understand Variables Affecting Whole System • Human Reluctance to Simplify • Technical Sensitivity to Operations • Organizational • Environmental (Hopkins, 2002)

  32. In Reporting Culture: Employees • Encouraged to Report • Assured Information Will be Acted On Preoccupation with (Preventing) Failure (Hopkins, 2002)

  33. Learning Culture In Short, The Organization is Able to Learn and Change From its Prior Mistakes Commitment to Resilience (Hopkins, 2002)

  34. 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)

  35. Flexible Culture • Adapt to Changing Demands • Reconfigure in Face of High Tempo Ops • Shift Authority Structure Commitment to Resilience Deference to Expertise

  36. Toward a New Philosophy Accept That Error And Failure Are Expected And Will Happen

  37. Contact Information Michael T. DeGrosky www.GuidanceGroup.org

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