Counter Errorism

Ken Madson, James Newman
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Human and Organizational Performance (HOP): In the wide world of Safety improvement, we discuss how humans detect, prevent, and correct errors. Learn some tips on implementing HOP or teaching others about it. "Counter-errorism" is a captivating podcast that delves into the world of High-Reliability Organizations and error mitigation strategies. Hosted by two seasoned HOP practitioners with surprise guests, this show offers listeners a unique blend of technical expertise and practical insights. Each episode explores things affecting HOP, innovative techniques, and cutting-edge approaches to enhance the reliability of work. The hosts' engaging banter and real-world examples make complex topics accessible to both experts and enthusiasts alike. From discussing the latest advancements in error management (that we know of) to focusing on things that work. "Counter-errorism" is an essential listen for anyone interested in the challenging yet crucial field of Human and Organizational Performance. Any views expressed are our own (or our guests), not those of our employers or the Department of Energy.

  1. Counter-Errorism - Episode 24 - Martha Acosta

    -3 j

    Counter-Errorism - Episode 24 - Martha Acosta

    Get to know Dr. Martha Acosta: Profile: https://www.linkedin.com/in/martha-acosta-ed-d-7293ba4/ Website: martica.com (Company)  marthaacosta.com (Personal) Email: martha@martica.com In her conversation on the Counter Errorism podcast, Martha Acosta shares profound insights on transforming how organizations learn, emphasizing that leaders must shift from trying to "fix the worker" to fostering a genuine "performance culture" that embraces continuous learning and experimentation. Here are the key lessons we learn from her approach: Moving from a Fixed to a Growth Mindset Organizations historically operated under a "fixed mindset," using behavioral models to try to "fix" workers, operating under the illusion that a person or a system could reach a point of absolute perfection where mistakes are impossible. Acosta advocates for adopting a "growth mindset," which is the foundational belief that people and environments must be continuously developed. Coaching Through Inquiry (The GROW Model) Acosta believes the single most effective leadership practice for creating a learning organization is coaching. However, this does not mean acting like a high school volleyball coach who just tells people what they did wrong and barks orders. True coaching uses humble inquiry to help teams discover motivations and options. She frames this using the GROW model: Goals (Shared Purpose), Reality, Options, and Way forward. Uniting Experts with a Shared Purpose (Goals) When dealing with ad-hoc groups of highly specialized experts, individuals can easily become compartmentalized, deferring only to their specific knowledge silos. Furthermore, team members often have conflicting individual goals (like wanting overtime vs. avoiding it). A leader's job is to establish a clear "shared purpose" so everyone knows exactly why they are doing the work, which pulls the diverse expertise together. Exploring the Context (Reality) via Humble Inquiry Rather than managing safety solely by reacting to accidents after the fact, leaders should continuously observe the "reality" of normal work to catch systemic drift early. To truly understand this reality, leaders must utilize humble inquiry. Instead of acting like a policeman looking for procedural compliance, leaders should use disarming phrases like "help me understand," "walk me through this," or "paint me the picture," which invites workers to share their actual context without fear of giving the "wrong" answer. Problem Solving vs. Solution Finding (Options) A massive trap organizations fall into is "solution finding"—impatiently pulling past solutions out of their pockets to quickly apply to new problems. In volatile environments, assuming the current reality perfectly matches the past is dangerous. Real problem solving requires pausing to generate multiple different options and hypotheses before rushing to fix things. Acosta even suggests using AI as a tool to put on different "thinking hats" and generate diverse alternatives that humans often skip because it takes too much time. The Way Forward Requires Planning for Failure In highly innovative or hazardous environments, a true performance culture is a learning culture. When you commit to a "way forward" on something you haven't done before, it is essentially an experiment. Because the hypothesis might be wrong, leaders must actively plan for failure—ensuring hazards are mitigated so that the team can fail safely, learn from the experiment, and prevent unbearable outcomes. Unlearning and Recognizing that Context Drives Behavior When workers make mistakes, leaders must realize that management creates the context in which those decisions are made. Instead of blaming the worker, leaders must evaluate whether the context they provided—through lacking resources, confusing procedures, or poor communication—made the worker's actions make sense at the time. Furthermore, to adapt to new contexts and successfully improve, organizations have to be willing to do the hard work of "unlearning" their deeply ingrained habits. Mentions in this episode: SAFETY CAPACITY: Leadership Practices for Failing Safely by Martha L. Acosta Ed.D. (Author), Todd Conklin Ph.D. (Foreword)  Six Thinking Hats by Edward de Bono (Author)    Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    43 min
  2. Counter-Errorism - Episode 23 - Robert (Bob) Latino

    15 juin

    Counter-Errorism - Episode 23 - Robert (Bob) Latino

    Get to know Bob Latino: Profile: linkedin.com/in/boblatino Website: prelical.com Email: 4proact@gmail.com In his conversation on the Counter Errorism podcast, Bob Latino shares valuable insights into defect elimination, system reliability, and the evolving role of technology in incident investigations. Here are the key lessons we learn from his approach: Experiential Learning and "The Manufacturing Game" Latino advocates for using experiential learning to teach defect elimination, specifically highlighting a simulation called the "Manufacturing Game" originally developed at DuPont. While leaders are often initially skeptical about paying their employees to "play a board game," the exercise effectively models the complex system dynamics of a real plant over a day and a half to two days. The simulation throws real-world variables at the players—such as safety violations, defective parts, and customer complaints—and proves that an organization will only survive if its operations, maintenance, and support services learn how to effectively communicate with one another. Because workers actually experience these lessons, the principles become highly memorable and impactful. The Link Between Reliability and Process Safety Latino highlights a strong, historically proven correlation between equipment reliability and process safety. He explains that when a plant achieves "steady state operation" through good preventive and predictive maintenance, it experiences far fewer unexpected upsets. Consequently, workers are much less likely to be forced into dangerous, energized areas to address sudden mechanical failures, which inherently keeps them safer. The Limits of AI in Root Cause Analysis (RCA) When looking at the future of incident investigations, Latino warns about the severe blind spots of Artificial Intelligence. While AI is excellent at analyzing the mechanical "physics of failure" (such as detailing the various ways a specific bearing might break), it completely lacks the critical real-world context of an event. AI cannot comprehend the nuances of complex human decision-making or flawed organizational systems—such as a worker making a mistake because they were forced to use an obsolete procedure that management failed to update after installing new technology. Latino advises that investigation teams should exhaust their own human knowledge and understanding of the context first before turning to AI, rather than using it merely as a shortcut to rush a report by the end of a shift. Mentions in this episode: The Manufacturing Game Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    15 min
  3. Counter-Errorism - Episode 22 - Nikki Knapp

    8 juin

    Counter-Errorism - Episode 22 - Nikki Knapp

    Get to know Nikki Knapp: Profile: https://www.linkedin.com/in/nicoleknapp/ Email: nikki.knapp@kquadrant.com In her conversation on the Counter Errorism podcast, Nikki Knapp shares practical, creative approaches to teaching Human and Organizational Performance (HOP) and emphasizes the critical importance of human connection. Here are the key lessons we learn from her approach: Relationships as the Foundation of HOP Knapp stresses that you cannot prevent, detect, or correct errors until people feel comfortable talking to you. If a safety professional lacks a relationship with workers, leaders, or engineers, they have zero influence and cannot advocate for meaningful change. To build this trust and psychological safety, she intentionally uses vulnerability—sharing her own mistakes and off-the-wall personal stories to disarm people and prove she is just as fallible as they are. Integration vs. Implementation Many leaders simply want a checklist or procedure to formally "implement" HOP as a standard safety program. However, Knapp points out that you cannot mandate or implement a relationship. Because every person and organization is unique, HOP principles must be organically integrated into everyday interactions and systems rather than blindly implemented out of a box. Using Games for Experiential Learning To make dry subjects (like error precursors or radiation training) engaging, Knapp uses hands-on games to crack people's shells. Some of her practical exercises include: Lego Exercises: Having teams attempt to build identical Lego cars with and without instructions to practically demonstrate the pressure of time, the necessity of clear communication, and the value of pre-job briefs. She also built a scale model of a nuclear reception center out of Legos so workers could finally visualize their exact role within the big picture. Match Madness: Using a block-matching puzzle game to subtly teach groups about error precursors, peer-checking, and how to build resilient systems under time pressure. Celebrating Success and "Normal Work" Organizations are notoriously quick to dissect what went wrong, but they rarely take the time to celebrate "normal work"—the days when everything goes right and no one gets hurt. Knapp advocates for pausing to actually celebrate successes before picking apart minor failures. She also champions peer-to-peer recognition systems (like Bucket List or Kudos) where workers can publicly reward each other with points for good catches, safety improvements, and helpful behavior, which also gives leaders visibility into the good things happening on the floor. Care Before Correction When an incident does happen, leaders often default to their strategic brains, immediately asking how the event could have been prevented. Knapp actively coaches leaders to pause and ensure that the very first question asked in any post-event meeting is, "How are they doing?", ensuring that the human being and their family are cared for before any operational learning takes place. Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    1 h 6 min
  4. Counter-Errorism - Episode 21 - Mitch Schwarz

    2 juin

    Counter-Errorism - Episode 21 - Mitch Schwarz

    Get to know Mitch Schwarz: Profile https://www.linkedin.com/in/mitch-schwarz-139538165/ Email: https://www.safesetehs.com/contactus Website: https://www.indeavor.com In his conversation on the Counter Errorism podcast, Mitch Schwarz highlights a critical but often overlooked operational vulnerability: the "frontline scheduling capacity gap." He explains how perfectly planned work (the theoretical "black line") frequently falls apart right before a shift starts, placing a massive, unmanaged burden on frontline leaders. Here are the key lessons we learn from his approach: The Chaos of the "Golden Hour" Schwarz points out that the hour before a shift begins is a highly pressurized "golden hour" where everyday variability—like a sick child or a flat tire—can suddenly wreck a meticulously planned schedule. To fill these last-minute gaps, supervisors are often forced to juggle Excel spreadsheets, tribal knowledge, or even easily erased whiteboards to match worker qualifications with complex union and fatigue rules. This heavy administrative burden completely drains the supervisor's "adaptive capacity," pulling them away from actually coaching their teams on the front line. Uncovering Upstream Root Causes When safety incidents occur, root cause analyses rarely trace the problem back far enough to this initial scheduling chaos. Investigators often miss the fact that a worker made a mistake because they were severely fatigued after being held over for five extra hours to cover a call-out, or because they were suddenly thrust into a crew they had never worked with before just to fill a gap. Capacity as an Insurance Policy Schwarz brilliantly frames operational capacity—the crucial margin for error in a system—as an insurance policy. You don't need capacity until something goes wrong, but you absolutely cannot buy it after an accident has already happened. He stresses that an organization's capacity to fail safely is often built or entirely destroyed right at the point of staffing, before the work even begins. Reducing Grievances Through Transparency By utilizing technology to automate the scheduling process, organizations can merge disparate rules and training matrices into one seamless system. Crucially, this gives frontline workers visibility into their schedules and overtime opportunities via an app. This transparency levels the playing field, prevents supervisors from only picking their "buddies" for overtime, and significantly reduces worker grievances and turnover. A Practical Exercise for HOP Practitioners For organizations wanting to expose these hidden issues, Schwarz offers a simple, actionable takeaway: gather a learning team of your frontline supervisors and ask them one question: "What do we do with a last-minute call out right now?". He notes that this single question will immediately uncover massive amounts of operational pain and friction that rarely make it up to upper management. Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    33 min
  5. Counter-Errorism - Episode 20 - Dave Provan

    26 mai

    Counter-Errorism - Episode 20 - Dave Provan

    Get to know Dr. David Provan: Profile linkedin.com/in/david-provan-forgeworks      Email: david.provan@forgeworks.com Website: https://www.forgeworks.com/                        Get his book: A Field Guide to Safety Professional Practice Podcast Co-host: The Safety of Work                            Podcast Co-host: Punk Rock Safety Dave Provan shares powerful insights on bridging the massive gap between management and the frontline, emphasizing that true safety is found in operations, not paperwork. Here are the key lessons we learn from his approach: Compressing the Organization & Genuine Curiosity Provan emphasizes the critical need to "compress the organization" by ensuring leaders are deeply connected to the reality of frontline work. To do this effectively, leaders must set aside their assumptions and tap into genuine humility and curiosity. He suggests leaders consider an Undercover Boss analogy—asking themselves how surprised they would be if they actually had to work on their own frontline. Face-to-Work vs. Face-to-Screen Time A major barrier to this connection is how leaders spend their time. Provan breaks a supervisor's day into three categories: face-to-screen, face-to-face (meetings), and face-to-work. He points out the alarming reality that many supervisors spend up to 75% of their day "face-to-screen" and only 2% to 5% (roughly 8 to 10 minutes a day) physically at the work front observing the jobs they are responsible for. He strongly echoes the sentiment that a true "open door policy" means the manager's door is open because they are actively out of their office. Safety is a Verb, Not a Noun (Paperwork vs. Practice) Many industries still mistakenly believe that safety is defined by the forms filled out and the procedures followed. Provan illustrates this with a story about a pool construction crew who worked with incredible communication, pauses, and problem-solving, but felt they weren't "doing safety" simply because they lacked formal paperwork. Provan reminds us that safety is about verbs, not nouns—it is about having the capability, tools, time, and support to actually do the work well. Stop Wasting Time on Terminology Organizations often waste massive amounts of "organizational airspace" debating trivial terminology—such as spending half a day arguing whether a program should be called "Stop Work," "Pause Work," or "Timeout for Safety". Provan argues that splitting hairs over language avoids the actual hard work. Instead, leaders should focus purely on the outcome: making it easy and culturally acceptable for workers to reach out for help without feeling like they are bothering a busy supervisor. The Hypocrisy of Accountability Provan highlights a stark double standard in how companies view accountability. When he proposed creating a set of "life-saving leadership rules" for management—where leaders could be formally sanctioned or fired for failing to support the frontline—the organization thought the idea was entirely ridiculous. Yet, they found the exact same punitive concept perfectly acceptable when applied to the workers. Reframing the Question: "Better" instead of "Safer" Finally, Provan shares a brilliant tactic for getting better feedback from the frontline. He advises against asking workers, "How can we make this job safer?" because workers often conflate "safer" with restrictive checklists, more training, or extra procedures. Instead, leaders should simply ask, "How could we make this work better?". This immediately prompts workers to discuss improvements in quality, speed, tools, and resources—all of which inherently fix safety hazards along the way. Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    38 min
  6. Counter-Errorism - Episode 19 - Joe Estey

    18 mai

    Counter-Errorism - Episode 19 - Joe Estey

    Get to know Joe Estey, Sr: Profile https://www.linkedin.com/in/joe-estey-9905515a/ Email: jestey@lucasinc.com      See an older, but still pertinent webinar with Joe: Fooled by Counting—Why the Scale is Not Your Friend Website: www.CHOLearning.org (Joe serves on the Board of Directors, Community of Human and Organizational Learning) Joe Estey provides several powerful strategies for reshaping organizational learning, reducing bureaucracy, and improving human performance. Here are the key lessons we learn from his approach: Learning from Everyday Successes Estey stresses the importance of learning from normal, everyday activities rather than waiting to learn exclusively from mistakes. He notes that if an organization only attempts to learn from failures, they will simply get more opportunities to make them. Instead, leaders should proactively study teams that are successfully meeting their expectations and successfully managing everyday challenges. Rethinking the "Vehicles" for Learning Many companies invest heavily in formal "lessons learned" databases or required reading programs that workers never actually read; often, these systems exist simply to meet a bureaucratic deadline. Estey suggests that true operational learning happens through informal crew meetings and ongoing conversations, where workers naturally discuss what happened yesterday to prepare for today. To institutionalize this knowledge for future or newly hired workers, he recommends: Integrating tools into all training: Embedding human performance concepts into everyday classes (like forklift or flagger training) and heavily incorporating them from day one of onboarding. "Today's post-job is tomorrow's pre-job": Creating dynamic, worker-owned forms where a crew takes a few minutes at the end of their task to fill out a brief document (such as noting where special tools are kept) to directly help the next crew who will perform that same job. Combating "Safety Clutter" Through Subtraction Drawing on the concept of the "Scarcity Brain," Estey explains that humans have an innate drive to constantly add things to solve problems. In the workplace, this results in a dangerous "cumulative effect" of endlessly adding new rules, corrective actions, and procedural steps (often referred to as "safety clutter"). Estey challenges teams to overcome this instinct by routinely asking, "What do we need to take away in order to help make this more productive and safe?". By treating subtraction as a form of addition, organizations can simplify overly complex processes—such as avoiding situations where a single lock-out/tag-out tag requires 14 different people to touch it. The Systemic "Undo Button" Finally, Estey highlights that in some situations, the best corrective action is to do absolutely nothing. Every job carries an expected baseline error rate, and when minor mistakes happen that do not lead to severe consequences, organizations shouldn't force formal investigations or reports. Instead, businesses need to build a systemic "undo button"—much like in a word processor—where workers can simply recognize a minor mistake, correct it, learn, and move on without treating it like a catastrophe. Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    20 min
  7. Counter-Errorism - Episode 18 - Joanne Zaraliakos

    11 mai

    Counter-Errorism - Episode 18 - Joanne Zaraliakos

    Get to know Joanne Zaraliakos: Profile https://www.linkedin.com/in/joanne-z-492b0530/ Email: joannezaras@yahoo.com In her conversation on the Counter Errorism podcast, Joanne Zaraliakos shares highly practical, subtle strategies for implementing organizational change and making safety training memorable. Here are the key lessons we learn from her approach: "Sneaky" Change Management Zaraliakos notes that people are generally nervous about change and often resist massive new safety initiatives or programs. To bypass this resistance, she employs a "sneaky" strategy: she looks at what the organization is already doing and makes slight tweaks so workers do not even realize a change is happening. Instead of launching a formal program, she simply sprinkles the desired concepts into existing routines, such as integrating a "stop and act" moment directly into a standard pre-start inspection. The ultimate reward of this subtle approach is hearing the workforce naturally mimic back the new safety language without ever realizing a new initiative was implemented. From "Gotcha" Observations to Conversations She actively moves away from traditional "safety observations," which she refers to as negative "gotcha moments". Instead, she transforms these interactions into "safety conversations." By approaching workers with open, caring questions—like simply asking, "How's your day going?"—she opens up a dialogue rather than immediately confronting them about a missing pair of safety glasses. Experiential Learning and Making Training "Sticky" Rather than rolling out a brand new, dry training program, Zaraliakos advocates for slipping experiential learning into existing events, such as turning a standard chemical safety (WHMIS/SDS) review during Safety Week into a fun, hands-on experience. She emphasizes that for training to be truly "sticky" (meaning it is actually retained by the worker), you must make the participants feel something. Because human memories are deeply tied to emotions, creating a feeling during a training exercise ensures the lesson will actually stick. Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    18 min
  8. Counter-Errorism - Episode 17 - Stephanie Moore

    29 avr.

    Counter-Errorism - Episode 17 - Stephanie Moore

    Get to know Stephanie Moore: Profile https://www.linkedin.com/in/stephaniemoore763/ Email: stephaniemoore763@yahoo.com In her conversation on the Counter Errorism podcast, Stephanie Moore shares several practical strategies for improving organizational learning, emphasizing that performance improvement requires abandoning "one-size-fits-all" solutions. Instead, practitioners must tailor their approaches to the unique nuances and cultures of each specific group. Here are the key insights and lessons from her approach: Disarming Frustration and Building Trust Moore notes that frontline workers often deeply resent individuals coming down from the "glass palace" to fix their problems. To build immediate trust, she actively disarms their frustrations by shifting the conversation entirely away from corporate metrics, goals, or performance indicators. Instead, she focuses strictly on how to get them home safely. This genuine, human-centric concern bypasses defensive barriers, allowing passionate and frustrated workers to finally open up about the actual operational issues they face. Humility and "Planting the Seed" Rather than acting as the ultimate authority, Moore approaches the frontline with profound humility, recognizing that while she may know the safety theory, the workers are the true experts of their own environment. She advocates for patiently "planting the seed" of new ideas, acknowledging that people rarely adopt changes immediately. By giving workers the space to let concepts marinate without forcing an agenda, they can organically discover how these performance tools fit into their daily work. Translating Between Academia, Leadership, and the Frontline A major part of Moore's success lies in her ability to act as a vital translator across the different layers of an organization: For the Frontline: Complex academic concepts often go over workers' heads because they are already mentally taxed by a demanding operational environment. To fix this, she translates theory into highly relatable, tangible exercises. For example, she teaches the academic concept of a "cognitive walkthrough" by having workers describe how to make a peanut butter and jelly sandwich. She notes that hands-on guidance and participation in workgroups is far more effective than pulling distracted workers away for web-based computer training. For Leadership: Conversely, she must translate the frontline's operational struggles into the language that executives actually speak—money and efficiency. She bridges the communication gap by showing leaders how investing in these safety and performance improvements ultimately saves resources that can be effectively utilized elsewhere. Empowerment Over Blind Compliance Finally, Moore operates on the foundational belief that people are inherently good and do not want to make mistakes. Rather than forcing workers to follow rules simply because of compliance or because "academia said so," organizations must empower employees by explaining the why behind their policies. Even if a worker thinks a policy is foolish initially, understanding its actual purpose allows them to apply critical thinking and make safer choices on the fly, rather than resorting to dangerous shortcuts because a rule didn't make sense to them. Please check out the amazing people doing amazing things on these podcasts we listen to and love: Leading Safely Podcast with Georgina Poole Were We Lucky, or Were We Good Podcast with Steve Smith The Safety Bros with Brad and Dan Ruiz Punk Rock Safety with Dr. Ben Goodheart, Dr. Dave Provan, and Dr. Ron Gantt Counter-Errorism in Diving: Applying Human Factors to Diving with Gareth Lock How Did It Make Sense? with Gareth Lock The HOP Nerd with Sam Goodman A HOP Podcast (With No Name) with Andrea Baker and Matt Florio Health & Safety Conversations with Tom Bourne Pre-Accident Investigations with Todd Conklin Safety on Tap with Andrew Barrett Hop Into Action with Brent Sutton The Safety of Work with Dr. David Provan and Dr. Drew Rae Illusion of Safety with Allison Short, Joshua Russell, and Gabe Encarnacion Be Empowered with Dr. Santoshi Billakota and Dr. Shahla Moghbel (Not HOP-related, but an AMAZING untold history podcast) The Missing Chapter Podcast with Philip Horrender and Phil Schoff

    28 min
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À propos

Human and Organizational Performance (HOP): In the wide world of Safety improvement, we discuss how humans detect, prevent, and correct errors. Learn some tips on implementing HOP or teaching others about it. "Counter-errorism" is a captivating podcast that delves into the world of High-Reliability Organizations and error mitigation strategies. Hosted by two seasoned HOP practitioners with surprise guests, this show offers listeners a unique blend of technical expertise and practical insights. Each episode explores things affecting HOP, innovative techniques, and cutting-edge approaches to enhance the reliability of work. The hosts' engaging banter and real-world examples make complex topics accessible to both experts and enthusiasts alike. From discussing the latest advancements in error management (that we know of) to focusing on things that work. "Counter-errorism" is an essential listen for anyone interested in the challenging yet crucial field of Human and Organizational Performance. Any views expressed are our own (or our guests), not those of our employers or the Department of Energy.

Informations

  • Création
    Ken Madson, James Newman
  • Années d’activité
    2024 - 2026
  • Épisodes
    24
  • Classification
    Contenu explicite
  • Copyright
    © 2024 Counter-Errorism, Human Performance Tools, LLC
  • Site web de l’émission
    Counter Errorism
  • Fournisseur

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