April 3, 2019 | 1:00 PM - 5:00 PM
(Space limited to 12 per session)
Session A - Human Error: Prediction and Reduction
Sherry Perdue, Ph.D. (Safety Performance Solutions)
Location: Room 319 (Bass Lake)
In Dr. Perdue’s session, participants were introduced to the topic of human error: A basic premise of Human and Organization Performance (HOP) is that human error is inevitable. Errors exist because of a mismatch between human capabilities and the demands of the task and work environment. People aren’t to be ‘blamed’ for making mistakes because the ‘causes’ of human error are almost always attributable to weaknesses in the system. To prevent reoccurrence of an error, we must examine the context in which it occurred – the physical and social environment – and change the underlying factors that influenced the behavior. HOP also contends human error is predictable. That is, we can identify error-likely situations before they contribute an incident. In doing so, we can intervene to change the error-inducing influences and prevent errors from occurring. While the reasoning is sound, the philosophy is difficult to operationalize. Few organizational leaders, or safety professionals for that matter, have more than a layman’s understanding of human error. Trying to understand why an error occurred after-the-fact is often quite perplexing. Predicting when an error might occur is a complete mystery. And as we all know, it is impossible to manage what you don’t understand.
In this session, we will take a deeper dive into the topic of human error. Having a better appreciation for what human error is and why it occurs, we will explore a variety of organizational influences on human behavior and human error. Basic principles and a variety of human factors tools will be discussed and demonstrated through hands-on examples and exercises. Participants will then be introduced to effective human error reduction strategies and principles for creating more error-tolerant systems.
By the end of the session, participants will have a set of tools to critically assess their environments, processes and tools through a human factors lens in order to make changes that reduce human error The changes will not only improve safety, but also quality, reliability, customer service, and user experience.
Session B - Behavior-Based Safety for Today’s Realities
Shawn Galloway (ProAct Safety, Inc.)
Location: Room 155 (Tater Hill)
Thirty years ago, behavior-based safety was touted to be the magic pill or silver bullet of safety. Today, some label it as outdated or old thinking. Neither of these is true. BBS is simply one tool in a safety toolbox. It is not a holistic approach to safety, but neither is it irrelevant or outdated. An organization needs a way to direct, control and continuously improve discretionary worker behaviors, and BBS can be a highly-effective way to accomplish that. If you have not tried BBS, you have a great avenue to improved performance. If you have implemented BBS with less-than-stellar results, you have a new array of ways to make it work better. While several versions of behavior-based safety have been around since the 1980s, few have truly adapted to the changing environment in which they operate. Making BBS fit your culture, operations and logistical realities, rather than making your company fit some idealistic model, is key to success in today’s realities.
Session C - Collecting REAL Safety Data through Conversation
Denise Murray (Mudita Pro)
Location: Room 413 (Linn Cove)
Well-facilitated focus groups provide a conduit for people to be heard, safely contribute, become innovation leaders, and elevate to safety champions via an intimate setting. With each event, the goal is to effectively orchestrate an outcome that promotes engagement, buy-in, and sustainable support. The captured data is then used to plan, build, assess, or revitalize current learning strategies, safety initiatives, or compliance-based programs. This workshop will unveil the mystery of participatory decision-making with readily available and easy-to-use tools. This time is devoted to help facilitators effectively gather information from small audiences thereby supporting small and large goals centered around planning, assessing, deploying, or managing strategic initiatives. This workshop prepares the facilitator to successfully glean decision-making data through structured conversations. It is no secret that the core techniques presented may be applied to presentations, meetings, and yes, even safety committees.
Attendees should expect to leave the workshop ready to apply their learning: to successfully conduct a focus group, to strategically analyze findings, tactically capture findings in a report, and finally, offer a succinct and timely presentation to stakeholders and decision-makers. Rinse and repeat.
*Session D - Introduction to BBS: Using Behavioral Technology to Achieve a World-Class Safety Culture
Angelica Grindle, Ph.D (Quality Safety Edge)
Location: Room 136 (Snake Mountain)
The last century has brought amazing breakthroughs in how organizations manage safety and reduce incidents. However, despite more training programs, signs, job-aids, procedures, and policies, people are still getting hurt. When we analyze these incidents, it is often clear that someone could have done something to prevent or lessen the severity of the incident. This is our opportunity! Organizations can significantly reduce their incidents by using behavioral technology to implement systems that increase the consistency of safe practices.
Session E - Difficult Conversations: Tools for managing conflict and giving feedback in the workplace
Dr. Shawn Bergman, Hannah Costello, and Maira Compagnone
Location: Room 229 (Mountain Laurel)
Difficult conversations including conflict resolution and feedback are inevitable in the workplace. Often times these conversations are begun without preparation and managers frequently lack the skills or experience to successfully navigate these conversations. This combination leads to workplace conflicts that are foreseeable and yet still managed poorly.
In this workshop we examine some helpful preparation steps anyone can use before entering into difficult conversations, utilize a decision-making model that help to facilitate collaborative resolutions, and demonstrate a strategy for providing feedback to address unsafe behaviors or performance deficits. With these right tools, strategies, and knowledge, supervisors and employees can manage difficult conversations, minimize time and effort expended, and create positive outcomes.