human performance and learning – the next steps
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Human Performance and Learning – The Next Steps. Brownfields 2013 Ron Snyder, HMTRI/CCCHST Adapted from: Todd Conklin PhD Los Alamos National Laboratory. Never Take a Sleeping Pill and a Laxative at the Same Time. Never Remove A Safety Barrier That Has A Dent In It. The Fastest Way - PowerPoint PPT PresentationTRANSCRIPT
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Brownfields 2013Ron Snyder, HMTRI/CCCHSTAdapted from:
Todd Conklin PhDLos Alamos National Laboratory
Human Performanceand Learning –
The Next Steps
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Never Take a Sleeping Pill and a Laxative at the Same Time.
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Never Remove A Safety Barrier That Has A Dent In It.
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The Fastest WayTo Improve SafetyIn Your Organization…
Change the Way Your Organization
Responds to Failure.
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Safety is not the absence of accidents.
Safety is the presence of
defenses.
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Safety is the ability to perform work in a varying and unpredictable work environment.
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Work as Planned
StartOfJob
MissionSuccess
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*Planned Work
*Here’s what we know…*Planned work is normally more successful than unplanned work*All plans are great until we begin to use them*Planning assumes perfection – perfection is a terrible operational performance standard
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People Are As Safe As They Need To Be, Without Being Overly Safe…In Order To Get Their Job Done.
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Or Are They..
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*Human Performance
“ To understand failure…we must first understand our reaction to failure.”
“People do not operate in a vacuum, where they can decide and act all-powerfully. To err or not to err is not a choice. Instead, people’s work is subject to and constrained by multiple factors.”
— Sidney Dekker
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Things that never happened before…Happen all the time.
Karl Weick
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Worker’s Don’t Cause Failures.
Worker’s Trigger Latent Conditions That Lie
Dormant In OrganizationsWaiting for This Specific
Moment In Time.
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*Failure Defined…
“Accidents are the unexpected combination of normal performance variability”
Eric Hollnagel
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*Accidents Don’t Happen Because Workers Gamble and
Lose…
Accidents Happen Because:*What is about to happen is simply not possible.*What is about to happen has no perceived connection to what is currently happening.*The possibility of getting the intended outcome is well worth whatever risk there is.
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Work as Done
StartOfJob
MissionSuccess
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Your WorkersAre Masters ofComplex AdaptiveBehavior…
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Unclassified19
*Why Stop Work is easier to say than to do…
Clearly Safeto do Work
Clearly Not Safeto do WorkThe Grey Area:
Uncertaininterpretationof Safe work
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HumanError
ExpertiseIdentification
Exercise
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21
How many times does the uppercase or lowercase
letter“F”appear in the following sentence?
Finished files are the re-sult of years of scientificstudy combined with the experience of many years.
Finished files are the re-sult of years of scientificstudy combined with the experience of many years.
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*Limitations of Human Nature
“Mistakes arise directly from the way the mind handles information, not through stupidity or carelessness.”
-Edward de Bono PhD
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“Knowledge and error flow from the same mental sources, only success can tell one from the other.”
Ernst Mach, 1905
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Events aren’t predictable,
But the environment in which Events are most likely to happen is…
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1. Choose and number between 1 and 102. Multiply that number by 93. Add the two digits of this number together4. Subtract 5 from this new number5. Translate this number to a letter – 1 = A, 2
= B…6. With this letter – choose a country that
starts with that selected letter7. With the last letter of this country – choose
an animal8. With the last letter of this animal – choose a
fruit
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DenmarkKangarooOrange
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“The problem with the future is that more bad things can happen than will happen.”
-Plato
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Accumulation of Risk
StartOfJob
Hazard
Event
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*Predictability
*Where will the next safety event be in your organization?
*What can we do today to prevent this event.
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The human performance in question usually involves a set of interacting people.
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Risk
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*Risk
“Risk that you can control are much less a source of outrage than risks you can NOT control.”
-Peter Sandman, PhD
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*Risk Perceptions
*Western-Economic View*Bias View*Cultural View
*All Represent an interactive phenomenon
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The context in which events happen plays a major role in human performance.
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Old View*Human error is a cause
of accidents*To explain failure,
investigations must seek failures of parts of systems
*These investigations must find inaccurate assessments and bad decisions
New View*Human error is a symptom of
trouble deeper inside a system
*To explain failure, do not try to find out where people went wrong
* Instead, find out how peoples’ actions and assessments made sense at the time given the circumstances that surrounded them.*How We See Events
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Systems Thinking Is About Relationships…
Not About The Individual Parts of the Failure.
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*Process Complexity
*Complex systems have a strong tendency to move incrementally toward unsafe operations*Human errors become more complex when systems
become more complex*With increased complexity, more unanticipated
situations exist*More encounters in which procedures are non-optimal
or non-workable
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*As systems become more complex
*Human errors become more complex*More unanticipated situations exist*More encounters in which procedures are not optimal (work-arounds) or non-workable situations
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*Purpose of Procedures?
Achieve successor
Avoid failure
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*The Complexity Conundrum
In highly complex processes – there will be more errors (because of the complexity of the process) – However, highly complex processes have much less tolerance for error.
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*Organizational Processes
Workplaces and organizations are easier to manage than the minds of individual
workers. You cannot change the human condition, but you can change the conditions
under which people work.— Dr. James Reason
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Event Prevention Happens Through
Learning.
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Accumulation of Risk
StartOfJob
Hazard
Event
NormalWorkRisk
Understanding:Learning
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Error without consequence is a good thing…
It shows that our systems are error-tolerant and that they
are working.
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The attribution of error-after-the-fact is a process of social judgment rather than an objective conclusion.
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When investigating a Failure - Organizations ultimately “dumb” all
worker decisions down to two choices:
1. To Screw Up2. To Not Screw Up
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*Traditional View of Error and Violation
Deviation fromExpectedBehavior
Error Violation
The Gray Area
“Intentional Variation”PotentialLearningTarget Area
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*8 Questions A Manager Should
Ask
1. Are the people ok?2. Is the facility safe and stable?3. Tell me the story of what happened?4. What could have happened?5. What factors led up to this event?6. What worked well? What failed?7. Where else could this problem happen?8. What else should I know?
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*Organizations that do this well
do 4 things:
1. Constantly fixate on the next failure.2. Work hard to reduce operational
complexity.3. Respond seriously to pre-cursor
information.4. Respond deliberately to actual
events.
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Safety is not the absence of accidents.
Safety is the presence of
defenses.
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You Manage Risk in order to…
Keep Failure From Being Successful.