Podcast appearances and mentions of Crew resource management

Nathan Fielder needed an aviation expert for Season 2 of the series "The Rehearsal" so he tapped Flight Safety Detectives' own John Goglia. John's recommendations for how crew resource management (CRM) can reduce aviation accidents became the focus of the season.John discusses how he was approached to be in the show, how he didn't have a clear idea of the direction it would take, and the unexpected reaction.Season 2 of "The Rehearsal" addresses the role that enhanced CRM could play in reducing accidents. The tropic is explored in the context of comedy, absurdity, and simulations of the travel experience. Throughout, John is featured as the voice of authority.Perhaps the most unusual aspect of the series was how seriously deeply Fielder approached the subject. He went from being a non-pilot to getting a type rating in a 737. Hear John's insider look at how the show came together.Stay tuned – John has invited Nathan Fielder to appear on a future episode of Flight Safety Detectives! Don't miss what's to come from the Flight Safety Detectives - subscribe to the Flight Safety Detectives YouTube channel, listen at your favorite podcast service and visit the Flight Safety Detectives website. Music: “Inspirational Sports” license ASLC-22B89B29-052322DDB8

Send us a textWelcome to The Helicopter Podcast, brought to you by Vertical HeliCASTS!In this episode of The Helicopter Podcast, host Halsey Schider sits down with Brett Reeder, president of NEMSPA (National EMS Pilots Association) and a 15-year air medical pilot. They cover a lot of ground—everything from night shift challenges and Crew Resource Management to bigger industry topics like safety, networking, and pilot pay. Brett opens up about NEMSPA's work, advocating for current and future EMS pilots with a focus on support and growth. Tune in to this episode of The Helicopter Podcast for an engaging look at life in the air medical world with Halsey and Brett!Thank you to our sponsors Metro Aviation, Precision Aviation Group and Airbus.Listen closely for your chance to win awesome prizes from Heli Life! Throughout 2025, every episode of The Helicopter Podcast will reveal a secret word. Once you catch it, head to contests.verticalhelicasts.com to enter!

This month we wrap up our discussion on CRM at least for now with my Guest Eric Kinney from the FAA.  Our history segment takes a look back at an interesting time at Edwards AFB where the order of the day was SET RECORDS! You can find Eric's bio HERE It's time to register for the Flight Test Safety Workshop. Find more information HERE.   This Podcast is sponsored by Time2climb Training and Consulting

This month I continue my look at Crew Resource Management with a discussion about CRM and the Flight Test Community.  My guest Rod Huete will talk about work he did developing CRM training for flight testers.   Direct Download Link of Rod's Paper Link to view Rod's Video "Intro to T and E CRM"   This Podcast is sponsored by Time2climb Training and Consulting

Crew Resource Management is the "effective use of all available resources for flight crew personnel to assure a safe and efficient operation, reducing error, avoiding stress and increasing efficiency." (skybrary.aero)But is all CRM the same? How does it differ from, say, a Royal Australian Air Force F/A-18 to an unmanned aerial system to Boeing 737?On this episode, Paul "Lombers" Lombardi, who has flown all of the above, joins guest host Paul "Tremors" Tremelling to discuss CRM and so much more.For financial planning questions or assistance, contact Zach Mindel at zmindel@forumfinancial.com, (630) 474-3599, or visit https://www.forumfinancial.com/profile/zachary-mindel/Zach Mindel is a Financial Advisor with Forum Financial Management, a registered investment adviser with the Securities and Exchange Commission. Neither specialized services nor adherence to the fiduciary standard of conduct should be interpreted as a guarantee of specific outcomes. The success and effectiveness of planning services depend on various factors, including but not limited to the timing and manner of implementation, collaboration with the client and their other professionals, and market conditions. Military service benefits may have eligibility requirements. Past performance is not indicative of future results. All investing comes with risk, including risk of loss. For more information, visit our website at www.forumfinancial.com.Support this podcast at — https://redcircle.com/the-fighter-pilot-podcast/donations

Flight Test Safety Committee Podcast Channel - EP 59 – A Ghostly Intro to CRM This month I begin a multi-part series talking about Crew Resource Management or CRM.  This episode looks at the beginnings of CRM with discussion on some early aviation accidents that led to its development.   Eastern Flight 401 in pop culture: Supernatural S1E4 Mayday, in S5E44 "Fatal Distraction"  Why Planes Crash S1E3 "Human Error"   FAA Lessons Learned EAL 401 Lockheed Model L-1011 | Federal Aviation Administration   This Podcast is sponsored by Time2climb Training and Consulting

In this riveting episode of EMSconnect On Shift, we dive deep into the critical concepts of Crew Resource Management (CRM) and the Culture of Safety within Emergency Medical Services (EMS). Join us as we explore how these essential practices are transforming the way emergency medical teams operate, ensuring not only effective patient care but also a safer working environment for first responders. https://www.facebook.com/EMSconnectonlinehttps://www.youtube.com/@EMSconnectSupport the showhttps://www.facebook.com/EMSconnectonline https://www.youtube.com/@EMSconnect

Ihr habt spannende Ideen, Themen oder Feedback? Schreibt uns. In der vierten Episode von "Meisterwarnung - Cockpit Chroniken" beleuchten wir das Thema stabile Anflüge und die entscheidende Rolle des Crew Resource Managements (CRM). Wir diskutieren, wie wichtig es ist, Kollegen mitzunehmen und die Zusammenarbeit im Cockpit zu stärken. Außerdem erklären wir die "No Blame"-Policy bei einem Go-Around und wie sie zur Sicherheit beiträgt. Schließlich werfen wir einen Blick auf die vielen kleinen, aber wichtigen Entscheidungen, die Piloten täglich treffen müssen. Begleitet uns bei dieser Reise durch die Details, die den Unterschied zwischen einer sicheren Landung und einem potenziellen Risiko ausmachen.

In our latest podcast episode, we welcome Nicholas Dahlstrom, Human Factors Manager at Emirates Airline. He takes us deep into his role, managing cultural diversities in one of the world's leading airlines. With more than 100 nationalities on the flight deck, cabin crew and wider company, Dahlstrom explores the benefits and challenges of such varied workforce. Listen as he shines a light on the greater professional culture subduing national cultural differences, sharing the impact of Covid-19 on operations, and explaining his diverse role at Emirates. Our conversation touches base with Dahlstrom's insights into training pilots and cabin crew, supporting the staff, and participating in accident investigation. A fascinating journey into the intricate workings of Emirates, this episode is a must-listen not to be missed! Navigating CRM and Aviation Safety Training with Dr. Nicholas DahlstromJoin us in this exciting podcast episode where we sit in conversation with Dr. Nicholas Dahlstrom, a prominent figure in Aviation Safety Training and Crew Resource Management. Our discussion revolves around the current state and future of CRM, especially from the lens of Emirates Airlines where he has brought about significant change. Dahlstrom stresses the importance of adjustable training methods, the challenges of blending safety and efficiency in training, and the need to focus on human development while making organizational improvements. His insights prove invaluable for anyone intrigued by aviation safety, human factors, CRM, and the delicate task of merging traditional knowledge with innovative methods. Plug in as Dr. Dahlstrom illustrates the power of CRM in enhancing safety and boosting efficiency. A must-listen for all safety professionals!

Willkommen zu einer neuen Folge vom CULTiTALK! In dieser Ausgabe begrüßt unser Host Georg Wolfgang einen ganz besonderen Gast, den Airline-Kapitän und Experten für Human Factors, Philippe Ammann. Mit mehr als 30 Jahren Erfahrung im Cockpit gibt Philippe uns Einblicke in die Welt der Luftfahrt und teilt faszinierende Geschichten aus seinem Berufsalltag.Georg und Philippe diskutieren zunächst Philippes Karriereweg, der in der Militärluftfahrt begann und zu einer beeindruckenden Laufbahn als Langstreckenkapitän bei Swiss Airlines führte. Wir erfahren, wie persönliches Scheitern und Kulturwechsel Philippes Verständnis von Führung und Teamdynamik prägten und wie diese Einsichten zur Förderung einer Speak-Up-Kultur beitrugen.In einem tiefgründigen Gespräch erkunden Georg und Philippe die Herausforderung, in hoch kompetenten Teams echtes Feedback zu geben und zu empfangen. Sie heben die Bedeutung von psychologischer Sicherheit hervor und diskutieren, warum es entscheidend ist, auch als Führungskraft kritikfähig zu bleiben.Die beiden tauchen in die Thematik der Machtverhältnisse ein und wie diese in Unternehmenskontexten navigiert werden können, um die Wichtigkeit von offenem Austausch und der Antizipation von Risiken zu betonen. Unsere Zuhörer erhalten zudem praktische Einblicke in das Crew Resource Management und das FACE-Modell zur Stärkung der Teamarbeit und Kommunikation.Philippe erzählt auch von 'Pilotimpuls', seinem Beratungsunternehmen, das die Prinzipien der Cockpit-Teamarbeit auf andere Branchen überträgt und fördert dort eine Kultur des kontinuierlichen Lernens und des konstruktiven Umgangs mit Fehlern.Zum Abschluss gibt es eine persönliche Note, als Philippe von einem Flugbegleiter berichtet, dessen Ansprechen eines Fehlers kritisch war—eine starke Erinnerung an die Wichtigkeit jedes einzelnen Teammitglieds, unabhängig von Erfahrung oder Position.Verpasst nicht diese lehrreiche Episode von CULTiTALK mit Philippes packenden Geschichten, wertvollen Leadership-Einsichten und inspirierenden Ideen für jede Art von Arbeitsumgebung.Alle Links zu Philippe Ammann:LinkedIn: https://www.linkedin.com/in/philippeammann/Unternehmen: https://www.swiss.com/se/en/homepagehttps://pilotimpuls.ch/ Alle Links zu Georg und dem Culturizer:Georg: https://www.linkedin.com/in/georg-wolfgangCulturizer: https://culturizer.appCULTiTALK: https://cultitalk.de

On this episode of the Team Stripes Podcast Ross and Nat talk about Movember, Road Trips down south, some interesting calls and incidents in hockey lately and take a deep dive into seven teamwork skills that good officials can do and be aware of to become great officials.

Welcome to episode 117 of The Hangar Z Podcast, brought to you by Vertical Helicasts.In this three part series, we sit down with Matt Szluka. Matt is currently employed as a State Trooper and Fixed-Wing Aircraft Pilot with the Illinois State Police in the Chicagoland area. Matt was born and raised in the Chicago area, and has lived in the city his entire life. Prior to joining the ISP Air Operations Bureau as a pilot, Matt was assigned as a K-9 Handler to the ISP Statewide Anti-Violence Enforcement Team and the District 15 Criminal Patrol Team. Outside his law enforcement duties, Matt works part-time as an instructor at a local college teaching aviation classes to aspiring pilots. Matt has 12 years of law enforcement experience at three different police departments in Chicago. Outside of being a Pilot and K-9 Handler, Matt has experience as a member of the ISP Chicago Region Crowd Control Team, K-9 Instructor, K-9 Crowd Control Instructor, Field Training Officer and Evidence Technician. Before Matt entered law enforcement he was an Airline Captain at a large regional airline that served cities across North America and the Bahamas. During his time in the airlines, Matt was a Human Factors Facilitator and Crew Resource Management instructor. Matt received a Bachelor of Science Degree from the University of Illinois in Aviation Human Factors, which spurred his passion for human interaction with advanced technologies, particularly as it relates to aviation. Matt now focuses his efforts on supporting his fellow brothers and sisters on the ground utilizing aircraft and other technologies for criminal enforcement, especially in the City of Chicago, a place he has proudly called home for 42 years.In part two of this three part series Matt talks about his time working as an interdiction trooper with his K9 partner and how that helped to shape the tactics he is employing in aviation.Matt talks about how LPR technology helped him and the regional troopers recover a kidnapped 15 year old girl. Matt talks at length about some of the technology his agency is utalizing which includes license plate reading technology to make their aviation program a proactive airborne interdiction type unit.We also talk about the importance of stat keeping in your aviation programs.Thank you to our sponsors Metro Aviation, SHOTOVER and CNC Technologies. 

Klinisch Relevant ist Dein Wissenspartner für das Gesundheitswesen. Drei mal pro Woche, nämlich dienstags, donnerstags und samstags, versorgen wir Dich mit unserem Podcast und liefern Dir Fachwissen für Deine klinische Praxis. Weitere Infos findest Du unter https://klinisch-relevant.de

Die dunkle Jahreszeit bricht an, die Flugplatzfeten werden weniger. Nichtsdestotrotz hat Johann noch zwei sehr interessante Termine gefunden und ich erzähle Euch noch etwas mehr zu unserem Thema "Fliegen ins Ausland"...

In this retro edition of free-for-all-Friday, Trent shares the very first FFAF ever aired on the podcast while he's off celebrating Laura's birthday.

Klinisch Relevant ist Dein Wissenspartner für das Gesundheitswesen. Zwei mal pro Woche, nämlich dienstags und samstags, versorgen wir Dich mit unserem Podcast und liefern Dir Fachwissen für Deine klinische Praxis. Weitere Infos findest Du unter https://klinisch-relevant.de

Responding to emergencies requires a high level of coordination and teamwork. One important tool that can help improve coordination and communication among any crew is Crew Resource Management (CRM). CRM is a systematic approach to enhancing teamwork and communication, with the goal of improving safety and efficiency. It was first developed in the aviation industry and has since been adopted by various other high-stress and high-reliability industries, including healthcare. In the context of emergency medical services (EMS), CRM involves using clear and effective communication, assertiveness, and mutual support to ensure that all members of the team are working together effectively. It also involves recognizing and managing risks and errors, as well as identifying and addressing any issues that may arise during the course of an emergency response. By adopting CRM principles, EMS crews can ensure that they are working as a cohesive team, with everyone aware of their roles and responsibilities. This can help to reduce the risk of errors and improve patient outcomes. It can also improve job satisfaction and reduce stress among EMS providers. The AM1 team thus sits down with Battallion Chief Michael Lambert to discuss various topics related to Crew Resource Management.

In this session I will be talking with Neil Jeffers on CRM or Crew Resource Management. We will examine a working definition of CRM, why it's of fundamental importance to Neil, the history of CRM, the symbiotic link between human factors and CRM, and the detrimental aspects of collective agreement. In the conversation we will also examine some of the theory, threat and error management, CRM tools that Neil uses and advocates, and finally how debrief can be a fundamental tool to improving CRM. Neil has been a Pilot with London's Air Ambulance for 16 years and has been Chief Pilot for the last 8 years. Neil has flown over 8,000 hours since he started flying in 1997 and has over a 5,000-hour track record in instructing and examining. Neil was also an experienced crew resource management instructor and a certified first responder and has been a volunteer emergency responder with London Ambulance Service for 5 years. In the interview we cover: A working definition of CRM Why CRM is so fundamental to high performing teams Brief history of CRM from aviation into medicine Flash points within a scene that mandate good CRM The linkage between CRM and Human Factors Deep dive on the hierarchy of CRM in order of importance - Decision Making, Leadership & Management, Situational awareness, communication (Closed loop, chunked, tone & intonation). Negative aspects of collective agreement Threat and error management Dunning Kruger effect CRM tools that Neil deploys and recommend Debriefing; The utility of debriefing Some of the concepts that Neil mentions includes: Threat/error management: https://www.easa.europa.eu/en/downloads/22642/en Dunning-Kruger effect: https://thedecisionlab.com/biases/dunning-kruger-effect Cognitive Dissonance: https://www.verywellmind.com/what-is-cognitive-dissonance-2795012 My thanks to Neil for an insightful and engaging interview.

Schönwetterkapitäne gibt es genug. Ob Du aber in Krisen noch genügend Ressourcen hast, um Deine Herausforderungen zu bestehen - das entscheidet über Erfolg oder Pleite. In der professionelle Luftfahrt gibt es das Konzept des Crew Resource Managements. Hier geht es darum, wie sichergestellt werden kann, dass keine Ressourcen verschwendet werden und vor allem, dass diese Ressourcen zur Verfügung stehen, wenn sie gebraucht werden.

Gehörst du kommunikationsmäßig auch eher zu jenen, die lieber zuhören als selbst große Reden zu schwingen? Und nervt dich das manchmal, weil du doch so gern etwas bewegen und verändern möchtest, eventuell auch im Job? Dann lass uns doch gemeinsam eine kleine Erkundungstour zu einem Aspekt der professionellen Kommunikation machen, der auch unter "aktives Zuhören" oder "empathisches Zuhören" bekannt ist und schauen, ob du nicht vielleicht doch schon viel mehr von dir gibst, als dir vielleicht bewusst ist. Gerade hochsensible, introvertierte und empathische Menschen sind nämlich oft wahre Naturtalente. Aber auch, wenn du dich weder zu deinen einen noch zu den anderen zählen solltest, könnte sich ein Ausflug lohnen. Denn in einen professionellen Werkzeugkasten der Kommunikation gehört dieses Tool auf jeden Fall. Und warum nicht ein Ziel verfolgen und gleichzeitig dem Gegenüber und sich selbst etwas Gutes dabei tun? Viel Spaß! Auswahl der Literatur zu dieser Folge: Birkenbihl, Vera F. (2016): Kommunikationstraining. Zwischenmenschliche Beziehungen erfolgreich gestalten. München: mvg-Verlag. Jennewein, Antonia und Ackermann, Melanie (2021): Wege Aus Dem Konflikt. Berlin / Heidelberg: Springer. Rall, Marcus und Sascha Langewand (2022): Crew Resource Management für Führungskräfte im Gesundheitswesen. Berlin/ Heidelberg: Springer. Welk, Ina (2015): Mitarbeitergespräche in der Pflege. Berlin / Heidelberg: Springer.

Critical Alpha, Critical Angle of Attack, is the angle at which you start to produce lift. Yes, this is an analogy taken from Aviation. It's not about ‘being alpha', if you've read into this like that - you've got us all wrong.   Critical Alpha is about helping you adjust your angle of attack, whether it be in sport, business, or life, so that you can outperform and win!   Let's just step through what adjusting your angle of attack looks like. Because, well if you don't know you're on the wrong angle, you will just continue on the same path - without truly achieving the right angle of attack so that you can achieve lift.   See this is how Critical Alpha works. It's a muscle - and the more you use it, the stronger it gets. You start to sense what's ahead of the curve. In aviation, you have to fly ahead of the aircraft, and visualise where you'll be long before you get there.   Wherever you are right now, you've moving in A DIRECTION. You need to figure out where you'll be in 3-6 months, and ask the question now - is that where you want to be? if not - what has to change now, so that I don't land in that position in 3-6 months? because where you are now is a direct result of your decision making from 6 months, 12 months, previous to now.   Critical Alpha guys - its a culmination of the best of the best training from Aviation and Crew Resource Management, taken from the Fighter Pilots Edge - and provided to you. We are bringing this cutting edge training, mentality, and way of life - to you, so that you can think like a fighter pilot, and live life on the edge where you are in control of your craft.   Make the decision now - go over to our website criticalalpha.com to find out how you can adjust your angle of attack to out perform and win.

Today we have the Founder and Director of Able and Rush, People Solutions, Ltd. Book in the Summer – Speak Up Listen Down LinkedIn David Howell Ableandrush.com Experienced Base Manager and trainer with a demonstrated history of working in the law enforcement industry. Skilled in Crew Resource Management, Flight Safety, Helicopters and Aviation. Strong operations professional with a Graduate Certificate focused in Business Management from Staffordshire University. Worked with The Jamaica Constabulary Force and Jamaica Defense Force to develop their helicopter operation and working practices. Bullying England, Uttoxeter Human element to aircraft crashes People are the missing link no matter how good the technology Are our solutions becoming part of the problem or even a bigger problem? People dealing with the change, where are they before the change, what are they feeling or experiencing What can leaders be doing better to effect more change today Founders mentality Psychometrics What is creating toxic culture, psychological safety Your personality will change based on your surroundings, your environment, your circle Don't chase culture… Behavior needs to change, self awareness Change experience around them Self managing groups Bermuda Triangle Success breeds success How do you know if you don't look? Throw darts in the dark Turn the lights on Q23 Remain human… There is more to life than work We speak least about the things that matter most Whatever is unspoken is hardest to change _________   Visit GoLeadEverything.com to find me on social or YouTube.   Subscribe, like, rate, review, and share... you know the drill.   Soundtrack Credit: Hot Coffee – Patrick Patrikios

Airline Accident Sioux City United 232. A successful accident, an example of the positive effect CRM (Crew Resource Management). Accident analysis, history of CRM.  Visit getstripes.co or email us to say hi.Episode transcript, links, reading and notes here.00:00 Transcript Start09:39 Explosion15:58 CRM History21:00 Flight Controls31:04 Communication40:50 Disaster Plan43:26 Jan Brown Senior48:00 Denny Fitch60:25 Japan Airlines 12363:09 Phugoid69:13 Landing85:38 DHL Baghdad87:51 Ending

Why is Crew Resource Management (CRM) so vital as a corporate flight attendant? Jennifer discusses two trips where CRM led to successful outcomes, the best attitude to have on a crew, and what to do with a-hole pilots who don't follow CRM.  Thank you for the download! Please give me 5 stars :) Purchase my CFA book: https://www.freespiritpodcasts.com/shop-1/p/corporate-flight-attendant-book Also, check out my Shop to purchase my Catering Order Template & Resume Editing service: https://www.freespiritpodcasts.com/shop-1 Find the deets on my new sponsorship program: https://www.freespiritpodcasts.com/sponsor Follow me @twoinchesofftheground on Instagram & on Clubhouse I'm “J India” If you like the metaphysical & spiritual, listen to my other podcast: https://twoinchesofftheground.podbean.com  

In this episode, we have a group of talented women pilots join in on a round table discussion on women and aviation. They discuss their own journey to the skies, challenges they faced, women pilot organizations, and what they envision for the future of women in aviation. We wrap things up with a women's aviation quiz and a preview on our next episode; Crew Resource Management, in the airlines and GA. If you have questions or comments, reach out to us at flyingmidwestpodcast@gmail.com or contact us on Facebook at facebook.com/flyingmidwestpodcast Don't forget to stick around for the outtakes at the end of the show! Thanks for listening! Links:  Women in Aviation Career Symposium- https://www.eventbrite.com/e/womens-aviation-career-symposium-wacs-2022-tickets-216499284187 99's- https://www.ninety-nines.org/  Women in Aviation International- https://www.wai.org/ News Links: From WFRV in Green Bay https://www.wearegreenbay.com/news/local-news/79-year-old-pilot-airlifted-after-plane-crash-in-wisconsin/ 10 Million for GA Professions https://www.flyingmag.com/faa-awards-10-million-to-develop-the-next-generation-of-aviation-professionals/ Michigan/Ontario Drone https://www.fox47news.com/news/local-news/highway-in-the-sky-michigan-teams-up-with-ontario-to-look-at-possibilities-for-drone-deliveries Zara Rutherford From NPR https://www.npr.org/2022/01/20/1074393133/zara-rutherford-youngest-woman-fly-solo-around-globe Event Links:  https://www.breezypointairport.com/ https://www.eaa.org/eaa-museum/eaa-museum-events/winter-flight-fest?fbclid=IwAR2w46nxQZJhzM8Yj1LmTHuEV3Q9hpaF5zuoHqGm6Oqmj6-WZTNkiaHQRKM https://womenofaviationweek.iwoaw.org/about/about-women-of-aviation-worldwide-week/?fbclid=IwAR3E_kKk0J5UwBdnauSAsh1kjPl9NmfcuZ6XbVYSvuPNaOFDyLg6Q2IaFVU

A review of Crew Resource Management (CRM). The general aviation arena went through a major change in mindset in the 1970's due to a very high accident and casualty rate due to human caused errors. We talk about the brief history of CRM, how it can be used in the pre-hospital EMS arena and how the lessons learned can be brought over to the Burn ICU or other areas of the hospital..If you would like CE's for this episode, please go to: https://burncenters.cloud-cme.com/default.aspxDisclaimer: The content, information, opinions, and viewpoints contained in these educational materials are those of the authors or contributors of such materials. While the BRCA Foundation, Inc. (“Foundation”) and its committees take great care to screen the credentials of the contributors and make every attempt to review the contents, the Foundation MAKES NO WARRANTY, EXPRESSED OR IMPLIED, as to the completeness or accuracy of the content contained in the educational materials or on this website or in any podcast. The reader of these materials and listener of the podcast uses these materials at his or her own risk, and the Foundation shall not be responsible for any errors, omissions, or inaccuracies in these materials, whether arising through negligence, oversight, or otherwise. Reliance on any information appearing on this site and/or this podcast is strictly at your own risk.The information and education material contained herein is meant to promote the general understanding and dialog of burn [trauma] topics by healthcare professionals. Such information is not meant or intended to serve as a substitute for clinical training, experience, or judgment. This information and material is provided for general educational purposes only and should not be considered the exclusive source for this type of information. This information and material is intended for healthcare professionals and not intended for patients or individuals. Copyright © 2020 BRCA Foundation, Inc. All rights reserved. No part of this publication may be reproduced without written permission.  Please email foundation@burnfdn.org if you have any questions, need help or have suggestions for future education events.

Peter Brandl ist von Beruf Pilot, Sachbuchautor, Unternehmensberater und Keynotespeaker. Seit Kindheit hatte er den Traum Pilot zu werden. In jungen Jahren gründete Peter Brandl ein Vertriebsunternehmen und startete nach seinem Studium ein Trainingsunternehmen. Mit 30 Jahren erfüllte er sich dem Traum vom Fliegen und spezialisierte sich auf das Crew Resource Management wo Strategie entwickelt werden um Zwischenfälle im Flugzeug zu vermeiden. Peter Brandl betreut und berät heute internationale Unternehmen. In dieser Folge erfährst DU wie du: -fliegst, navigierst und kommunizierst. Ganz nach dem Motto: Finde deinen eigenen Kompass im Leben als Machkraft, - die Kunst anzuwenden, schwere Entscheidungen zu treffen, - als Führungskraft im Team agierst und andere mit nach oben ziehst. Viel Freude beim Hören und Sehen, deine Jessica. Hier findest du Peter: Website www.peterbrandl.de Facebook https://www.facebook.com/PeterBrandl01/ LinkedIn https://www.linkedin.com/in/peterbrandl/?originalSubdomain=de Xing https://www.xing.com/profile/Peter_Brandl13 Instagram https://www.instagram.com/peter.brandl/   Meine Website: https://www.jessica-lackner.com/  Mein Buch: https://www.jessica-lackner.com/#buch https://www.amazon.de/Fachkr%C3%A4ftemangel-oder-Machkr%C3%A4ftemangel-Personalprobleme-hausgemacht/dp/3967390365/ref=sr_1_1?__mk_de_DE=%C3%85M%C3%85%C5%BD%C3%95%C3%91&keywords=Jessica+Lackner&qid=1613734596&sr=8-1 Jessica auf LinkedIn: https://www.linkedin.com/in/jessica-lackner/ Jessica auf Xing: https://www.xing.com/profile/Jessica_Lackner4/cv Jessica auf Facebook: https://www.facebook.com/jessica.lackner.official/?ref=bookmarks Jessica auf Instagram: https://www.instagram.com/jessica.lackner.official/  

Today James talks to the amazing Helen Heenan, a former commercial pilot and CRM trainer and now a Human Factors CRM specialist. Helen, give us an insight into the collapse of Flybe and immediate impact on the staff and some lessons on training and workshops from Crew Resource Management, CRM.

The Human Factor Hub was set up by two airline professionals, who have lived, breathed and taught core non-technical skills over decades.Neil Clarke, an airline Captain with South African Airways for more than 25 years, has been a Human Factors facilitator for more than two decades. David Doull, head of Crew Resource Management training at South African Airways, has a Masters degree in Human Factors training from Coventry University.I have spent the past 8 years working with both of these fine gentlemen, planning, creating and teaching Human Factors at SAA. It has been a pleasure working with both Neil and Dave and this conversation will share some of the upcoming exciting projects, they are creating. With a combined 50+ year history in aviation, The Human Factor Hub will be sharing the lessons learnt in safety thinking from aviation, with other complex, high-risk industries.Watch this interview on Youtube: https://www.youtube.com/watch?v=X53LN-0Mi9oGet in touch with Alex to improve the performance of your team: alex@alexmacphail.co.zahttps://twitter.com/AlexMacPhail1https://www.linkedin.com/in/flyingmogulwww.alexmacphail.co.za

Maximilian Hochreuther ist Mitglied des Companisto Business Angel Clubs und Pilot für Langstreckenflüge bei einer großen Fluggesellschaft. Mit Maximilian spricht im Podcast-Interview darüber, wie er zu seinen ersten Beteiligungen an Startups gekommen ist. Dabei geht er auf überraschende Parallelen zwischen seinem Beruf und der Entwicklung von Startups ein. Er teilt seine Erfahrungen aus dem Blinkwinkel eines Langstreckenpilots. Maximilian Hochreuther entwickelte schon in der Schule Interesse am Kapitalmarkt und an unternehmerischen Denken. Trotzdem entschied er sich nach dem Abitur dagegen, den elterlichen Metallbaubetrieb weiterzuführen und entschloss sich nach bestandener Prüfung beim deutschen Luft- und Raumfahrtzentrum bei einer großen Fluggesellschaft das Training zum Verkehrsflugzeugführer zu beginnen. Nach 3 Jahren harter Ausbildung durfte er 2011 das erste mal im Cockpit eines Airbus 320 als Erster Offizier Platz nehmen. Mittlerweile wird er auf den Langstreckenmustern Airbus 330/340/350 eingesetzt und hat erlebt, wie sich die Luftfahrt in den letzten 10 Jahren entwickelt hat. In dieser Zeit begann er, sich an Startups zu beteiligen. Die gute Unternehmenskommunikation und Teamkultur sind für ihn Erfolgsschlüssel. Das Arbeitsumfeld eines Piloten wird nicht durch die fliegerische Tätigkeit bestimmt, sondern wir versuchen durch Crew Resource Management, Gefahrenpotentiale früh zu erkennen und in Notsituationen durch Verteilen von Aufgaben und Abarbeiten von Checklisten die einzelnen Crew Mitglieder nicht über deren Kapazität zu belasten.

Eine schwerkranke Patientin, mehrere Behandelnde um ein Krankenbett, Hektik und Nebengeräusche in einem kleinen Zimmer: Bei einem klinischen Notfall ist es nicht leicht, Überblick und Ruhe zu bewahren. Sowohl für unerfahrene als auch für fortgeschrittene Ärzt:innen ist dies immer wieder eine Herausforderung. Wir sprechen mit den Notfallmedizinern Dr. Benjamin Junge und Sebastian Esch, den Mitgründern des Campus für Intensiv- und Notfallmedizin e.V. Anhand eines praktischen Beispiels erläutern sie die häufigsten Fallstricke und Einzelheiten des Crew Resource Management. Elemente wie gute Kommunikation und ein Team-Time-Out oder “10 für 10” nehmen einen wichtigen Stellenwert ein, um die Notfallsituation als Team zu meistern und Patient:innen optimal zu versorgen. Doch wer initiiert ein Team-Time-Out? Wie kommuniziere ich die Aufgabenverteilung am besten? Und wie orientiere ich mich in einer neuen Arbeitsumgebung? Diese und weitere Fragen klären wir in dieser Podcast-Folge. Außerdem erfahrt ihr, wer die Teamleitung übernehmen sollte, wann eine Nachbesprechung sinnvoll ist und wie man mit Fehlern und Schuldgefühlen umgehen kann.

Episode 63 Crew resource management (CRM) and safety management systems (SMS) get the spotlight in this discussion. These systems help build safety into every flight. Special guest is listener Amy Wright, a self-professed “safety nerd” who says she gets “out of breath with excitement” talking about quality processes and safety procedures. Hear about the benefits of well-crafted processes in aviation and beyond. Systems that encourage everyone to work together have changed the nature of cockpit operations. The pilot is not the only decision maker – he or she is part of a team communicating, sharing information and making decisions. Flight Safety Detectives is sponsored by Avemco Insurance. Mention the Flight Safety Detectives podcast and receive a 5% discount!

This week's podcast from BASICS Scotland explores the links between post incident support and crew resource management with Angela Lewis. Angela explains the operational improvements that are achievable when organisations develop a menu of different types of support for their personnel. She also looks at the problems with the “can do” mentality that is prevalent in those who work in pre hospital emergency care.   Key points from this podcast: Self-care is not selfish and is very important to prioritise Routine is good Keep your social connections, as social support is very important Resources related to this podcast: The Sleep Council Website – www.sleepcouncil.org.uk National Wellbeing Hub – www.promis.scot LifeLines Scotland Website – www.lifelinesscotland.org International Critical Incident Stress Foundation – www.icisf.org PSA Limited Website – www.psa-ltd.com About Angela Angela Lewis is the founder and MD of PSA Ltd, delivering training in the principles and practice of Crew Resource Management and post incident support in the UK/Europe.  Serving 16 years in the RN's Fleet Air Arm, as an Aircraft Commander in Sea King Helicopters, much of her military life was based at HMS Gannet with over 550 call outs on Search and Rescue duties.  With a specialised interest in mitigating the impact of traumatic incidents on teams, Angela has trained extensively in Critical Incident Stress Management with ICISF in Baltimore, US, and Trauma Risk Management with the Royal Navy and Royal Marines. Angela delivers training regularly to support professionals at all levels in aviation, healthcare, ambulance, fire and police services, charities, staff care departments, education and the private sector in the UK and Europe.  She is delighted to have had the opportunity to support teams from NHS Ayrshire & Arran, Greater Glasgow & Clyde, Lanarkshire, Lothian and Suffolk & Sussex Trust, NATS, Emergency Medical Retrieval Service, Scottish Ambulance Service, Mountain Rescue Service, Yorkshire Police and others.

In this podcast, Gitte Damm (an aviation pilot and a CRM instructor) and I discuss the role of soft skills in safety-critical jobs. Based on years of research and experience in the maritime and aviation sector, we argue that soft skills are being designed and marketed as a replacement for experiential knowledge and skills which makes it problematic to achieve the intended purpose of CRM.

Today's episode is about Crew Resource Management (CRM). Lt. Nate Perkins of Burlington Fire and Helicopter Pilot Matt Benoit of the U.S. Army join the podcast to talk about where this system comes from and why it matters. Both Matt and Nate hold leadership positions in their organizations and have more than a decade of experience in their respective fields. The Crew Resource Management system is found everywhere from commercial production corporations to emergency response teams; tune in to learn why most organizations are moving towards this model. The podcast crew also reviews the black box audio from the Miracle on the Hudson air incident US Airways Flight 1549, when Captain Sully landed a full loaded Airbus A320 passenger jet on the river saving the lives of all passengers and crew. This was a great example of CRM that saved 155 lives.

Chief John B. Tippett, Jr., the director of fire service programs for the National Fallen Firefighters Foundation (NFFF), addresses how the principles of crew resource management can improve safety on the fireground, and shares some of the newest initiatives of the NFFF. Read more from Chief Tippett at www.firerescue1.com/columnists/john-tippett. This episode of the Side Alpha Podcast is sponsored by EFJohnson, a JVCKENWOOD company. As a leader in mission-critical communications for more than 90 years, we have made it our mission to make safe, simple. Visit EFJohnson online at www.efjohnson.com.

Gerade wenn es um Kommunikation und Entscheidungsmanagement geht, können Krisenmanager Anleihen bei den Trainingsprogrammen für Berufspiloten nehmen. Techniken wie Speak Up, Get Back, Read Back und Feed Back sowie das Aufspüren und Vermeiden von Fixierungsfehlern sind wertvolle Assets für jedes Krisenmanagementteam.

In this Episode we will Learn What is CRM or Crew Resource Management. Very Important as it tells how to CO-ordinate & How to Use the Best Available Resources On Board an Aircraft. It Also Teaches about the CO-ordination between Cabin Crew & Flight Deck Crew. Happy Learning... All the Best

This episode explores an accident at a time of Covid-19 – which may be too recent to have a direct effect on civil aviation safety and yet the causes appear to be directly linked to poor Cockpit Resource Management otherwise known as crew resource management. It has caused many an incident and accident, unfortunately. The Pakistan crash which took place in May in Karachi is also a warning about how airlines go about restarting their services after a lengthy shutdown. Flying is not like riding a bicycle. It has also led to immediate suspension of Pakistan International Airlines landing rights in the EU after shocking details emerged about systematic Airline Transport Pilot License exam cheating along with other cases of corruption. So the main point is an Airbus A320 crashed into heavily populated suburban area of Karachi in Pakistan on May 22nd 2020. Flight 8303 was a scheduled domestic flight from Allama Iqbal International Airport in Lahore to Jinnah International Airport in Karachi. The plane went down in a residential area near the Airport a few days after Pakistan lifted restrictions imposed over the coronavirus pandemic and resumed domestic flights ahead of the major Muslim holiday of Eid al-Fitr. Amazingly, two on board survived – both in Business class while at least one person on the ground died - a 13 year-old girl. As I said, Crew Resource Management failures appear to be behind this crash at least from the initial reports published in Pakistan. Crew Resource Management is also known as cockpit resource management. One of my instructors used to chatter to me during important phases of flight and I had to say “sorry Russell, I need to report our position” or reset instruments and he would smile in a knowing way. Cockpit resource management includes knowing when its time to shut up or shut you fellow pilot up and concentrate extra 100 percent on the job at hand. Landing an aircraft is one of those crucial moments. But when did Crew Resource Management start as a thing? The first person to talk about human interaction on the flight deck was a BOAC captain David Beaty who was a former Royal Air Force pilot. He wrote a book - The Human Factor in Aircraft Accidents in the late 1950s. It became part of the United Airlines pilot training handbook following the crash of a DC-8 in 1978 and eventually was recommended for all pilots by the National Transportation Safety Board. That was after a United Airlines Flight 173 crashed in Portland Oregon on December 28th 1978.

Salve, salve mundo do conhecimento! Esse é mais um podcast do Medicina do Conhecimento. Ciência e informação a qualquer momento, em todo lugar. Eu sou Pablo Gusman, o Anestesiador. E como compartilhar é multiplicar seguimos com as dicas de conhecimento. Em um dos episódios anteriores, falamos sobre Medicina e Aviação, abordando o Crew Resource Management um processo criado para reduzir o erro humano, fornecendo à tripulação uma variedade de estratégias que ajudarão a melhorar sua eficácia. Ouça aqui https://soundcloud.com/user-423800486/medicina-e-aviacao-crew Hoje Conversamos sobre gestão da segurança na medicina e aviação com Oficial da reserva da Força Aérea, no posto de Coronel Aviador Mauricio José Antunes Gusman Filho, atualmente Chefe da Assessoria de Estudos de Segurança de Voo do CENIPA - Centro de Investigação e Prevenção de Acidentes Aeronáuticos. Escute a rádio web Medicina do Conhecimento pelo link www.medicinaconhecimento.com.br Aproveito para te lembrar que é muito importante seu feedback. Dê seu like, sua estrelas, seu jóia onde escutar. Você escolhe Medicina do Conhecimento nos players: Spotify, Deezer, Itunes, Soundcloud, Google Podcast, Youtube e mais outros vários agregadores de podcast. Compartilhe nas suas redes para atingirmos mais colegas de outras especialidades e aumentarmos nosso mundo do conhecimento. Fique ligado nas redes sociais Twitter, Facebook e Instagram Medicina do Conhecimento, afinal compartilhar é multiplicar!

Esse é mais um podcast do Medicina do Conhecimento. Ciência e informação a qualquer momento, em todo lugar. Eu sou Pablo Gusman, o Anestesiador. E como compartilhar é multiplicar esse é mais um podcast Medicina do Conhecimento. Muitos são os modelos comuns entre a aviação e o ambiente do centro cirúrgico e unidades de terapia intensiva. Como base nessa afirmação, vamos falar um pouco sobre Crew Resource Management, correlacionando com os momentos práticos da assistência médica. O objetivo do CRM na aviação é reduzir o erro humano, fornecendo à tripulação uma variedade de estratégias que ajudarão a melhorar sua eficácia. Uma definição amplamente aceita de CRM é o uso eficaz de todos os recursos humanos, de hardware e de informações disponíveis aos pilotos para garantir a segurança e eficiência das operações de voo. Treinamentos periódicos em CRM são importantes para manter a proficiência, pois a falta de reforços tendem a facilitar o esquecimento das habilidades e atitudes adquiridas durante o treinamento inicial. Na prática, mesmo já sendo habilitado, o especialista precisa regularmente rever sua técnica e aprimorar suas habilidades. No padrão da indústria para tripulações em aeronaves temos o pilot flying, responsável no controle da aeronave e do pilot not flying , responsável pela execução de outras tarefas. Isso para otimizar a eficiência, prevenir a sobrecarga de tarefas e evitar a confusão sobre as responsabilidades de cada um no voo. Na totalidade dos protocolos de atendimento avançado, temos o chamar por ajuda um ponto crucial. Uma vez chegado esse apoio, é fundamental estabelecer funções e objetivos para cada membro da equipe envolvido. A delegação de tarefas maximiza a eficácia do time de assistência e garante o atendimento ao paciente. Se um indivíduo assume muitas responsabilidades, tarefas críticas poderão ser atrasadas ou omitidas. Uma das filosofias na aviação é a famosa filosofia pilotar, navegar e comunicar. Falhar ao considerar adequadamente as potenciais implicações de uma situação aumentará o risco de que uma decisão produza consequências adversas que poderão levar a aeronave a estados indesejados ou, na nossa visão, o êxito letal. O aumento do nível de estresse poderá afetar negativamente a capacidade de um piloto ou dos membros da equipe de perceber e avaliar sinais do ambiente, podendo resultar no estreitamento da atenção. Como resultado, é fundamental que os pilotos e os médicos considerem o pior cenário durante o processo de tomada de decisão, particularmente quando estiverem lidando com uma situação de emergência potencialmente grave. Importante é o conceito de modelos mentais compartilhados. Um modelo mental individual é dependente da sua compreensão das circunstâncias, das expectativas em relação ao futuro e experiências passadas. A experiência que estas pessoas trazem para a situação desempenham um papel significativo no seu processo de tomada de decisão. A exposição repetida através da prática, instrução ou aprendizagem informal, como a leitura ou discussão em grupo, ajudam a preparar o indivíduo para situações potencialmente difíceis, como uma emergência em voo. Quanto mais experiência e treinamento um indivíduo possuir, provavelmente mais preciso o seu modelo mental será. Se a equipe não for capaz de alinhar seus modelos mentais, devido às diferenças de personalidade, estilo de comunicação, ou gradiente de autoridade, informações críticas podem não ser contabilizadas ao considerar as possíveis implicações de uma situação e durante a formulação de planos de contingência. Do ponto de vista do CRM, a comunicação eficaz desempenha um papel crítico no alinhamento dos modelos mentais da tripulação. No entanto, essas técnicas de comunicação exigem prática e reforços para serem eficazes, especialmente no tenso ambiente de uma situação de emergência. Isso valoriza ainda mais as visitas multiprofissionais e o debriefing realizado com a equipe após cada situação fora do padrão ou evento adverso hospitalar.

Welcome to the Got Sky Podcast, where we are dedicated to improving opportunity and quality of life as well as safety in aviation. Your host Ian Robinson is an Airline Transport Pilot in airplanes and helicopters and has worked in nearly every sector in aviation with one goal in mind - how to bring those experiences back to the training table.

Nick pays homage to one of his heroes, Captain Al Haynes, who saved hundreds of lives by managing a crisis during a famous airplane crash. Captain Haynes demonstrated one of the canonical examples of Crew Resource Management and "just culture". They ask why we still adhere to the "unquestionable captain" myth and point out some of the (very public) disasters that created. Nick talks to the group about how he pivots into "questions/curiosity" mode from "assumptions/making a point" mode. They discuss the impact and legacy of Captain Haynes and how that's impacted the way we choose to lead and live.Notes:Capt Al Hayneshttps://en.wikipedia.org/wiki/Al_HaynesCrew Resource Mgmthttps://en.wikipedia.org/wiki/Crew_resource_managementUnited 232https://en.wikipedia.org/wiki/United_Airlines_Flight_232United 173https://en.wikipedia.org/wiki/United_Airlines_Flight_173Tenerife airport disaster (worst air disaster)https://en.wikipedia.org/wiki/Tenerife_airport_disasterTurn the Ship Around!https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404

This week, we bring you the story of Doug Downey, retired USAF Lt Col and Academy grad who flew as a fighter pilot in the F-16 Viper and the F-117 Nighthawk. Doug survived a near disaster in the F-117 that could have ended in a horrific crash in White Sands National Park. With his engines flamed out, it was time for plan B – but there was no plan B.   The story of Doug’s amazing recovery from this catastrophic event and aviation safety lessons that we can learn from it are featured in Dr. Ken Stahls’ articles on aopa.org/pps/stahl, and the retelling is absolutely riveting.    You can find more of Doug’s work on the Convergent Performance LLC web site at https://convergentperformance.com, and Dr. Stahl’s articles on the AOPA e-magazine at this site.       Doug’s Bio info:   Doug Downey LtCol USAF (ret) is a graduate of the U.S. Air Force Academy and served over 24 years as a college instructor, Combat Logistician, Commander, and as a Fighter Pilot qualified in the F-16 Viper and F-117 Nighthawk Stealth Fighter.   He served as an instructor pilot, functional check pilot, and air show demonstration pilot. He is a career Safety Officer qualified in Crew Resource Management, Safety Management Systems, Root Cause Analysis and accident investigations with experience as an Investigator, Analyst, Chief of Safety, and Aircraft Mishap Board President. He also served as a as an Advance Agent for Air Force One and President G.W. Bush for five years, and later as a Diplomat to Pakistan. In Pakistan he directly consulted the Government on the redesign of F-16 tactical operations, national airspace use, and safety program management and enterprise risk management for the entire Pakistani Air Force.   Doug joined the Convergent Performance team in 2014, and brought with him a breadth of experience in leadership, training, risk mitigation, safety management systems, and process improvement. He has a Bachelor's Degree from the U.S. Air Force Academy and a Master's Degree in Business Administration with an emphasis in Aviation from Embry-Riddle Aeronautical University. In addition to instructing cadets how to fly T-52s (Diamond) and T-53s (Cirrus), he was the Deputy Director of Cadet Training & Education responsible for all curriculum development and strategic planning of assessment and tactical training of over 4,000 cadets.   Doug is recognized as an industry expert in Risk Management, Safety Management Systems, Safety Program Management, and Aviation Accident and Mishap Investigations. He is a successful author of industry research studies and periodical columns. He also is certified by the International Society of Safety Professionals (ISSP) as a Registered Safety Professional. Doug can be reached at ddowney@convergentpeformance.com.

Bruce Daisley, VP EMEA at Twitter, discusses the international focus of Twitter, the importance of psychological-safety on workplace culture, diversity & striving for fulfillment for all workers, and fleeting happiness vs enduring purpose. This episode of Giant Robots is sponsored by: PricingWire: Monetization & Pricing Strategy for Software & Technology Innovators Links & Show Notes Twitter Eat Sleep Work Repeat Podcast Netflix Culture Statement Previous Netflix Culture Deck Psychological Safety Crew Resource Management Fraternity Experiment: "The Advantages and Liabilities of Agreeing With Socially Distinct Newcomers" "Positive Affect" in Doctors Study Blue Monday The Joy of Work- Bruce Daisley "How Millennials Became The Burnout Generation" Bruce on Twitter Bruce on LinkedIn See open positions at thoughtbot! Become a Sponsor of Giant Robots!

Этот выпуск в YouTubeДима и Вячеслав обсуждают кризисные ситуации и сложности организации взаимодействия и коммуникации, когда нежданно-негаданно приходит халепа.* Подкасту Biweekly уже 3 года. Первый выпуск вышел 24 февраля 2016.* Collaborators, а не помощники* BiweeklyChat* 27 книг по психологии, из которой наш слушатель рекомендует* From AI to Zombies* Thinking, Fast and Slow* Judgement In Managerial Decision Making* Генераторы музыки и "белого" шума* brain.fm* musicforprogramming.net* Во время кризиса фокусируйтесь на его разрешении, а не на поиске причин кризиса или виновных. Все это можно (нужно) сделать после* Создайте единое пространство коммуникации. Лучший вариант для этого – общий звонок* Если нет возможности все время находиться на звонке, стоит назначить периодические контрольные точки* Также нужен начальник кризисного штаба* Crew Resource Management* Не стоит преувеличивать срочность в критических ситуациях* Делайте эмоции явными

Этот выпуск в YouTube: https://youtu.be/k68Nm9nPP8I Дима и Вячеслав обсуждают кризисные ситуации и сложности организации взаимодействия и коммуникации, когда нежданно-негаданно приходит халепа. * Подкасту Biweekly уже 3 года. Первый выпуск (https://sonar.one/biweekly/1) вышел 24 февраля 2016. * Collaborators, а не помощники * BiweeklyChat (https://t.me/joinchat/Cp7xIU04NcOYz0QOZnQnsg) * 27 книг по психологии (https://www.goodreads.com/list/show/113236.CFAR_Alumni_Book_Recs) , из которой наш слушатель рекомендует * From AI to Zombies * Thinking, Fast and Slow * Judgement In Managerial Decision Making * Генераторы музыки и "белого" шума * brain.fm (https://brain.fm/) * musicforprogramming.net (http://musicforprogramming.net/) * Во время кризиса фокусируйтесь на его разрешении, а не на поиске причин кризиса или виновных. Все это можно (нужно) сделать после * Создайте единое пространство коммуникации. Лучший вариант для этого – общий звонок * Если нет возможности все время находиться на звонке, стоит назначить периодические контрольные точки * Также нужен начальник кризисного штаба * Crew Resource Management (https://en.wikipedia.org/wiki/Crew_resource_management) * Не стоит преувеличивать срочность в критических ситуациях * Делайте эмоции явными

CCP Podcast 026 was myself and Ken Spearpoint (@K_G_Spearpoint) talking about some of the issues around Crew resource Management. We continue the conversation in this episode and maybe even arrive at some conclusions….maybe!!   CCP Podcast 026 was myself and Ken Spearpoint (@K_G_Spearpoint) talking about some of the issues around Crew resource Management. We continue […]

CCP Podcast 026 was myself and Ken Spearpoint (@K_G_Spearpoint) talking about some of the issues around Crew resource Management. We continue the conversation in this episode and maybe even arrive at some conclusions….maybe!!   CCP Podcast 026 was myself and Ken Spearpoint (@K_G_Spearpoint) talking about some of the issues around Crew resource Management. We continue […] The post CCP Podcast 027: Crew Resource Management Continued appeared first on Critical Care Practitioner.

Pilots Dick Blanchet and Christopher Tremblay discuss crew resource management- from aviation to EMS: what can we learn from how airlines implement Crew Resource Management? In the latest installments of the Stories From Expo series, our friends at EMS Garage talk to top speakers and thought leaders from the 2018 EMS World Expo in Nashville. 

Ken Spearpoint and I talk about Crew resource management as it relates to the cardiac arrest scenario. I love talking with Ken as he is so knowledgeable and puts his points across so well. i found it really interesting to chat with him about this. I have broken it down into two parts as we […]

Ken Spearpoint and I talk about Crew resource management as it relates to the cardiac arrest scenario. I love talking with Ken as he is so knowledgeable and puts his points across so well. i found it really interesting to chat with him about this. I have broken it down into two parts as we […] The post CCP Podcast 026: Crew Resource Management…What? appeared first on Critical Care Practitioner.

Trent is debuting a new feature of the podcast: Friday discussions of subjects that are just really interesting. In this episode Trent talks about a tool of psychology called Crew Resource Management that facilitates teamwork and was invented in response to plane crashes in the 1970's.

Chapter 7 & 11 (week5) of Company Officer I & II. Imagine a scenario in which your entire career is judged in 208 seconds. After 42 year of commercial aviation, Captain Sullenberger’s legacy was forever cemented less than three and a half minutes after a series of bird strikes rendered his aircraft’s engines useless. Effective Crew Resource Management (CRM) allowed “Sully” to successfully land his aircraft in the Hudson River saving the lives of the 155 people aboard. The FAA defines CRM as the effective use of all available resources: human resources, hardware, and information. These same resources must be properly managed in the fire service in order to facilitate team building, information transfer, problem solving, decision making, and situational awareness. The fire service has its own unique “bird strikes” that represent the risks and situations faced by fire department personnel every day.

As helicopter systems, engineering and processes continue to get safer, the human component becomes the focus to further improvements in accident rates. Randy Mains shares his 20 CRM Diamonds in this interview. Randy Mains was 22 years old when he deployed to Vietnam to fly UH-1H Hueys. On return to the US with over 1000 … Continue reading "RWS 60 – 20 Crew Resource Management Diamonds with Randy Mains" The post RWS 60 – 20 Crew Resource Management Diamonds with Randy Mains appeared first on The Rotary Wing Show Podcast.

What can software learn from industries like aerospace, transportation, or even retail during national disasters? This week’s podcast is with Emil Stolarsky and was recorded live after his talk on the subject at Strangeloop 2017. Interesting points from the podcast include several stories from Emil’s research, including the origin of the checklist, how Walmart pushed decision making down to the store level in a national disaster, and where the formalized conversation structure onboard aircraft originated. The podcast mentions several resources you can turn to if you want to learn more and wraps with some of the ways this research is affecting incident response at Shopify. Why listen to this podcast: * Existing industries like aerospace have built a working history of how to resolve issues; it can be applicable to software issues as well. * Crew Resource Management helps teams work together and take ownership of problems that they can solve, instead of a command-and-control mandated structure. * Checklists are automation for the brain. * Delegating authority to resolve system outages removes bottlenecks in processes that would otherwise need managerial sign off. * When designing an alerting system, make sure it doesn’t flood with irrelevant alerts and that there’s clear observability to what is going wrong. More on this: Quick scan our curated show notes on InfoQ http://bit.ly/2zmCsfR You can also subscribe to the InfoQ newsletter to receive weekly updates on the hottest topics from professional software development. bit.ly/24x3IVq Subscribe: www.youtube.com/infoq Like InfoQ on Facebook: bit.ly/2jmlyG8 Follow on Twitter: twitter.com/InfoQ Follow on LinkedIn: www.linkedin.com/company/infoq Want to see extented shownotes? Check the landing page on InfoQ: http://bit.ly/2zmCsfR

In Folge 6 habe ich erneut ein Interview mit einem Kommunikations-Profi geführt. Thomas Fengler gibt Kommunikations-Seminare mit Hilfe des Crew-Resource-Management (CRM). Grund für ein direkt folgendes, zweites Interview zu einem vermeintlich identischen Thema ist eine Flut von Kommentaren aufgrund der Episode 5 (Interview mit Susanne Blake). Während einer intensiven Unterhaltung in der Xing-Gruppe „Qualitätsmanagement“ wurde...

The crash of Papa India, a Trident, near Staines.  A disaster which brought to light the need for Crew Resource Management in the cockpit environment.   Images under Creative Commons licence by TSRL and Nimbus227.

Overview:   Jason Hand and I discuss the importance of moving away from a blame-oriented culture and towards a learning culture. Jason talks about the importance of understanding how cognitive biases influence decision-making and the need to understand this when conducting post mortems. Jason talks about balancing efficiency and thoroughness, and the importance of using blame-free post mortems as a means for learning. While Jason comes from a tech world, this talk has application to a variety of sectors, including high-risk industrial work. Jason Hand’s Biography: DevOps Evangelist at VictorOps, organizer of DevOpsDays - Rockies, author of the books O’Reilly’s “ChatOps: Managing Operations from Group Chat" as well as "ChatOps for Dummies”. Jason is a co-host of “Community Pulse” (a podcast on building community in tech), and organizer of a number of DevOps related events in the Denver/Boulder area. A frequent speaker at DevOps events around the country, Jason enjoys talking to audiences large and small on a variety of technical and non-technical subjects such as Modern Incident Management, Learning From Failure, Cognitive Bias, ChatOps, and building communities. Show Notes: Information Technology is no longer just a cost center and needs to be seen as a way for companies to innovate and become market leaders. Trying to innovate and experiencing failure can be an important way to learn. Post-Mortems are an important tool for learning and organizations should be transparent about learning and sharing that information about safety with others in the industry. Root cause analysis may uncover something that broke, and that can be fixed, but it may result in a lack of innovation in complex systems unless the organization tries to avoid a check the box mentality for a quick-fix and actually learn and improve the system. After negative events occur, when investigators use the word “why” that can sometimes imply “who” and it is important to avoid blame during post-mortem events, yet organizations often seek blame and accountability from a single individual. Accountability means to “give an account of what took place” or describe what too place. Accountability is not the same as responsibility. DevOps works to create high-functioning teams rather than silo’d teams. When silo’ing goes away organizations can become more innovative and other industries may learn a great deal from how DevOps is working to overcome silo’ing and a lack of cooperation towards system goals. Theory of Constraints may be used to help understand system goals and reduce silos in organizations. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Resources: Books: The Phoenix Project by Gene Kim, George Spafford, and Kevin Behr, Thinking Fast and Slow by Daniel Kahneman, Black Box Thinking by Matthew Syed and The Cynefin Mini-Book-Info-Q by Greg Brougham Contact: Web: www.victorops.com www.jasonhand.com www.techbeacon.com Twitter: @jasonhand Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, human performance, human performance podcast, Crew Resource Management, Crew Resource Management Podcast, HRO podcast, DevOps, blame free post-mortems

Overview: Todd Schlekeway is the Executive Director of the National Association of Tower Erectors. In this episode we talk about what it takes to lead a trade association dedicated to quality and safety in what has traditionally been a high-risk industry. Todd shares his experiences in sports, legislature and trade association leadership and how he works to bring people together for a set of common goals in an extremely important industry. Todd Schlekeway’s Biography: Todd became the Executive Director of the National Association of Tower Erectors (NATE) in June of 2012. As Executive Director of NATE, Todd provides overall leadership and vision working in concert with the Association’s staff, Board of Directors, volunteer Standing Committees and approximately 780 member companies. Prior to joining NATE, Todd worked for seven years as the founder and principal of a public affairs and communications firm called Full Court Strategies Group, LLC. Todd also has extensive policy experience having served for two terms in South Dakota’s state legislature where he represented a Sioux Falls, South Dakota legislative district in both the State House and the State Senate. Todd received his undergraduate college degrees from the University of Sioux Falls (USF) with a B.A. in History/Political Science and a B.S. in Exercise Science. He also earned a Master’s degree in Education (M.Ed.) from USF. While at the University of Sioux Falls, Todd also participated in collegiate athletics as a member of the USF basketball team. Todd currently resides in Sioux Falls, SD with his wife Jill and three sons Gavin, Grant and Jett. Show Notes: Todd learned a lot about leadership through athletics. Character, integrity, building relationships and learning to deal with adversity were very important in Todd’s life growing up and helped shape who he is today. Serving as a legislator helped Todd learn how to leverage relationships to pass legislations and build coalitions. He now manages an 810+ member trade organization. The tower industry is a high-risk industry and NATE is working to make the industry safer. There are multiple layers within the tower industry and NATE is working hard to protect safety and quality from being compromised. There is a direct correlation between quality and safety. Behind the mobile technology we use every day there are tower climbers doing work to construct, maintain and repair cell towers on a regular basis. This is an important job and safety has to be integrated into tower work. NATE is at the forefront of working to provide safety training for the tower industry. As the industry prepares for 5G technology NATE is also preparing for the spike in demand and their mission is to help make sure the men and women working in the tower industry go home safely at the end of the day. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Resources: Books: The Bible. A Team of Rivals by Doris Kearns Goodwin Contact: Web: www.natehome.com Twitter: @natesafety Email: todd@natehome.com Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, human performance, human performance podcast, Crew Resource Management, Crew Resource Management Podcast, HRO podcast

Overview: Mike Quashne is the Manager of Experience Assessment for PPL. In this episode we discuss Human Performance and how Human Performance tools may be used to help reduce biases and to help improve safety and operational performance. Mike Quashne’s Biography:  Mike Quashne is a US Air Force Academy graduate and spent 7 years in the US Air Force as a personnel officer and project manager.  After leaving the Air Force he came to PPL Electric Utilities in the Transmission Project Management department, and recently took over as the Manager of Experience Assessment.  The team is responsible for their Corrective Action Program, which includes incident investigations and data tracking, and the human performance program, which is designed to prevent incidents by bringing attention to common, often unconscious, mental errors. Show Notes: Mike likens Human Performance to a “life hack” to help people to understand their unconscious decisions to help with recognizing where those may be pushing them into an error. With unconscious bias it’s as if the brain fills in the gaps in our decision-making with information that isn’t always correct and sometimes this will set “error traps”  Human Performance Tools may be used to help reduce the likelihood workers will track into dangerous decision errors. Communicating Human Performance Tools across the organization is important. Storytelling and using stories to get the message across about what happened during events is important for organizational learning. The Stop/Timeout Human Performance Tool is a last line of defense, but may be a very powerful tool if used correctly. Even with standardized procedures, adaptability, thinking and decision-making will be required during complex work. More often than not people succeed in their work, yet too often they are blamed when failure or error occurs. Human Performance helps people to understand their decisions and reduce unconscious biases for improved decision-making. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Resources: Funny video on communications: https://www.youtube.com/watch?time_continue=7&v=OdKa9bXVinE Books: Subliminal by Leonard Mlodinow, How to Win Friends and Influence People by Dale Carnegie, Thinking Fast and Slow by Daniel Kahneman.  Contact:   Web: www.pplweb.com, www.pplelectric.com Email: mrquashne@pplweb.com Keywords:  Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, human performance, human performance podcast, Crew Resource Management, Crew Resource Management Podcast, HRO podcast

Overview:  Daniel is the Vice President of Operations at SafetyPro Resources. In this episode we talk about a variety of topics related to safety and organizational performance, including emotional intelligence, organizational resilience, Capability Maturity Model, and planning work with the right tools for the task. Daniel Slattery's Biography: Daniel is the Vice President of Operations at SafetyPro Resources, LLC headquartered in Baton Rouge, LA.  Daniel is an Associate Safety and Health Manager (ISHM), a Certified Manager of Quality / Organizational Excellence and Certified Quality Auditor (ASQ). Daniel  received his Master of Science degrees in Occupational Safety & Health and Organizational Leadership from Columbia Southern University in Orange Beach, Alabama, and his Bachelor of Science degree in Economics from Strayer University in Charlotte, North Carolina.  He is a Doctoral Candidate in the Industrial-Organizational Psychology program at Capella University in Minneapolis, Minnesota. Daniel’s professional safety career began in 1997 working in emergency medical services and he has expanded his experience in health and safety management systems, ergonomics/human factors, behavior-based safety, systems and process safety, competency development/management, and program design and development for an array of industrial markets including: oil & gas (upstream and downstream), healthcare, refineries, and shipyards.  Show Notes: Safety is driven by a need, just like other parts of business. Safety performance may be thought of in terms of a Capability Maturity Model where organizations move up the maturity ladder as they strive to go beyond simple compliance to continuous improvement. When feasible, organizations should strive to become self-sustaining with their safety programs and safety management systems. Safety isn’t a task. It is an emergent property of a complex system or organization. Organizations must properly plan their work and use the right tools for the task to help design safety into their jobs. Resilience starts and ends with front line workers. Organizations need to build adaptability as a competency in their workers and teams. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Time-Stamped Show Notes 0:41-Randy introduces Daniel Slattery and describes who he is, including reading his biography. 3:10- Randy asks Daniel, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 13:58-Randy asks Daniel about an “Aha moment” that shaped his outlook on business and leadership. 16:31-Randy describes Crew Resource Management training and the benefits. 24:33-Randy asks Daniel about his next projects or areas of interest he wants to explore and he describes management systems implementation from more of a human factors standpoint. 30:55-Randy asks Daniel, “What area(s) in leadership or organization development do you think needs disruption and why?” Resources: Book Recommendations: Cadieux, Randy E. Team Leadership in High-Hazard Environments: Performance, Safety and Risk Management Strategies for Operational Teams. Conklin, Todd. Pre-Accident Investigations. Contact: Web: www.safetyproresources.com LinkedIn: https://www.linkedin.com/in/dpslattery

Overview: Sean K. Murphy has an accomplished career in a variety of industries, including software engineering, project management and business development. In this episode we talk about leadership, resilience and reliability from an entrepreneurial standpoint. I am firmly convinced that all leaders need to understand something about entrepreneurism and how entrepreneurial skills may help leaders to develop more resilient organizations. Sean has some outstanding advice for leaders, regardless of their industry. Sean’s Biography: Sean Murphy has worked in a variety of roles in the last twenty-five years: software engineer, engineering manager, project manager, business development, product marketing, and customer support. Companies he has worked directly for include Cisco Systems, 3Com, AMD, MMC Networks, and VLSI Technology. He has a BS in Mathematical Sciences and an MS in Engineering-Economic Systems from Stanford. Show Notes: Changes make things obsolete so organizations need room to experiment in environments that are safe to fail in. A degree if failure has to be tolerated if organizations want to seek improvement and build resiliency.  Organizations need to plan for iteration. Organizations should consider a stream of small failures and include resilience and recovery plans for overlapping repair. Startup organizations should have 2-3 backup plans ready. Leaders need to review and critique their own performance in order to improve. They also need to be willing to say, “I don’t know.” Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Time-Stamped Show Notes 0:35-Randy introduces Sean Murphy and describes who he is, including reading his biography. 3:30- Randy asks Sean, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 8:02-Randy and Sean discuss the concept of going all in with one course of action and having no backup options, and the potential dangers of not having backup plans. 18:00-Randy asks Sean about some of the reasons for business failure, such as giving up too early or scaling too quickly and Sean provides his perspective. 25:29-Randy asks Sean about an “Aha moment” that shaped his outlook on business and leadership. Sean describes the book The Inner Game of Tennis by Timothy Gallwey. 32:15-Randy describes Crew Resource Management training and the benefits. 33:40-Randy asks Sean, “What area(s) in leadership or organization development do you think needs disruption and why?”  Resources: Article about avoiding backup plans: http://www.inc.com/deborah-petersen/elizabeth-holmes-avoid-backup-plans.html  Book Recommendations: Secrets of Consulting by Gerald Weinberg, The E-Myth by Michael Gerber, and Effectual Entrepreneurship by Sara Sarasvathy Contact: Web: www.skmurphy.com (includes blog and contact info)      

Overview: David Tosch has an accomplished career as a business leader in the dental laboratory industry and as an ultra-marathon and endurance runner. He is also the founder of a company that creates shorter and longer distance trail runs, including ultra endurance trail runs. In this episode we talk about breaking audacious goals into shorter, more achievable goals. David’s Biography: David Tosch is an accomplished business leader, and ultramarathon runner. He credits his start in distance running to a time in junior high school, when he realized that to be a distance runner in track he didn’t have to run fast. He attended the University of Texas system, graduating from the Univesity of Texas at Dallas Cum Laude with a degree in accounting. He ran his first marathon around the 1979-1980 timeframe and in 1980 he founded Tosch Laboratory, Inc. (Dental Laboratory) in Dallas, Texas, and later moved the lab to Birmingham, AL. His list of marathons and ultra endurance runs is extensive, including multiple 100 mile endurance runs, such as The Pinhoti 100,The Leadville 10, the Wasatch 100, the Tahoe Rim Tiral 100, The Rocky Raccoon 100, the Grindstone 100 and the Hardrock 100. He has also participated in numerous Ironman events and even had the opportunity to run with Bill Rogers in 1980. David is the founder of Southeastern Trail Runs and the Run For Kids Challenge, which raises money for Camp Smile-A-Mile. Show Notes: People may not realize what they can truly accomplish in life and by setting a series of goals along a path to an overall stretch goal they may be able to reach new levels of achievement. David shows people how to do this by creating a series of runs, starting out at 5k at the beginning of the trail running season and going all the way up to 100 miles at the end of the season. From a business leadership standpoint this may be thought of as creating a series of SMART goals to achieve stretch goals. SMART goals are Specific, Measurable, Achievable, Relevant and Timely. David discussed the need for runners to think about safety when planning their trail runs and consider some of the safety requirements that go into it. Lessons may be drawn from this and compared to High-Reliability Organizations (HRO). Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Time-Stamped Show Notes 0:45-Randy introduces David Tosch and describes who he is, including reading his “informal” biography. 3:15- Randy asks David, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 5:47-David describes how he got inspired to run marathons after watching Frank Shorter win the Gold Medal in the marathon at the 1972 Olympic Games. 8:12-Randy asks David about his current projects and work and David describes the origins of Southeastern Trail Runs and describes his charitable work with Camp Smile-A-Mile in Alabama. 13:55-David describes how he created a method to teach people how to run competitive trail runs starting with a 3 mile run and working at progressively longer runs up to 50 miles over the course of a trail running season. 15:30-David describes Zig Ziglar’s methodology of breaking long term goals into shorter term goals and how this approach has influenced his trail running program. 17:13-Randy asks David to describe stories about people who started running shorter distances and worked up to ultra endurance runs. 24:24-Randy describes Crew Resource Management training and the benefits. 25:42-Randy describes breaking ultra visions into step-wise goals and the analogy of breaking down long runs into smaller goals and business leaders creating visions and breaking them into shorter-term goals. David describes techniques and how he “tricks himself” to help him achieve his long term goals when the runs get to their hardest points. 29:09-Randy takes David’s advice and makes the connection to achieveing safety or quality goals, such as an ISO certification. 29:40-Randy asks David, “If you could be granted one wish for your outlook on charity, personal development, or limiting beliefs what would it be?” David describes his desire for people to be better stewards with national parks and trails. Resources: Book Recommendations: Born to Run by Christopher McDougall, “Trail Runner” Magazine and “Ultra Runner” Magazine, Ken Follett books, including The Fall of Giants and The Eye of the Needle, For Those I’ve Loved by Martin Gray. Contact:  Web: www.southeasterntrailruns.com   http://lakemartin100mile.homestead.com/   Email: david@davidtosch.com   Blog: www.davidtosch.com

Overview:   Marty Scott describes his experience with safety and quality and tells engaging stories about his journey towards high reliability in healthcare.   Dr. Marty Scott’s Biography:   In March 2015, Marty B. Scott, M.D. was named Senior Vice President and Chief Quality Officer for Meridian Health System. At Meridian, he will be using his expertise in high reliability to strengthen patient safety, quality, and the overall patient experience. Previously, he served at Wake Forest Baptist Health, which he joined as Vice President of Brenner Children’s Hospital in October 2010. A leader in children’s healthcare and administration, Dr. Scott served as Brenner’s Senior Administrative Executive until July of 2014. During his tenure, Brenner Children’s Hospital debuted in the US News and World Reports Top 50 Children’s Hospitals. In addition to his responsibilities as Vice President of Brenner, Dr. Scott was named Chief Patient Safety Officer in July 2011. In this role, he was responsible for coordinating tasks and activities associated with ensuring the safety of all Wake Forest Baptist health patients. In July of 2014 he was named Chief Patient Safety and Quality Officer with the added responsibilities for the quality and performance improvement of the healthcare system. He had a joint faculty appointment as a Pediatric Intensivists within the Departments of Pediatrics and Anesthesiology.   Dr. Scott completed his undergraduate work at David Lipscomb College in Nashville and earned his medical degree at the University of Louisville in Kentucky. He received his MBA from the University of North Carolina at Charlotte.   Show Notes:   High-reliability is a journey, it isn’t necessarily an end goal because when organizations say “we’ve arrived” at high-reliability it is easy to let their guard down.   Most employees go to work each day to do a good job, not to cause errors or failures. Unfortunately many people believe that accidents or failures are the fault of errant employees who are not trying hard enough. The reality is that even when failure occurs in the presence of people doing work, there are often underlying condtions   In many situations safety must come first. Safety, quality, empathy and respect are important for high-reliability, but in many high-reliability organizations safety must come before the other goals, and those other goals will be subordinate to safety. However, empathy and respect for others can help when leaders explain why safety must come first.      Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription.   Time-Stamped Show Notes:   0:35-Randy introduces Dr. Marty Scott and describes who he is, including reading his formal biography. 3:16- Randy asks Marty, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 4:20-Marty and Randy discuss how most employees go to work every day to do a good job, not to make mistakes or errors or cause failure. 8:18-Randy asks Marty to discuss his perspective on empathy and respect. 18:33-Randy describes Crew Resource Management training and the benefits. 31:07-Randy asks Marty, “If you could be granted one wish for leadership or organizational change/development what would it be?”   Resources:   Book Recommendation: Drive by Daniel Pink, Managing the Unexpected by Karl Weick and Kathleen Sutcliffe, Switch by Chip and Dan Heath, Influencer by Joseph Grenny, and The Power of Habit by Charles Duhigg.   Contact:   Web: www.meridianhealth.com Email: mbscott@meridianhealth.com    

Overview: Dave Christenson shares his experience and knowledge about how to create an environment for fostering high-reliability and resilience within organizations. He offers some profound insights for leaders and managers who wish to improve organizational and human performance. Dave’s Biography: David is the CEO of Christenson & Associates, LLC, a consultancy group primarily serving safety-critical, high-risk industries and now doing business as O4R: Organizing For Resilience. David contributes to this organization as it serves clients with education, training, coaching and mentoring The New View in Relational Leadership, Event Learning Teams, Human Performance, Safety II, High Reliability Organizing & Resilience Engineering, Crisis Management, Critical Thinking, and Inspiring Leadership through Emotional & Social Intelligence. David is currently pursuing a Ph.D. in Relational Leadership and Social Construction through the U.S. Taos Institute and Leiden University of Leiden, The Netherlands. He completed the Masters of Science degree program in Human Factors and Systems Safety at Lund University, Sweden in 2012. He was a researcher in the Leonardo da Vinci Laboratory for Complexity and Systems Thinking under the guidance of Professor Sidney Dekker. Previously David helped to build and manage the U.S. Wildland Fire Lessons Learned Center. David focused on developing organizational learning, high reliability organizing, resilience engineering and creating a widely used knowledge management system as he helped build a new Learning Center for his nation’s interagency 300,000-member wildland fire community. He has served as a High Reliability Organizing Technical Specialist with national and regional incident management teams (IMT) during wildfire and non-fire incidents. Dave was also a Master Sergeant in the US Air Force, training teams of an Alert Interceptor Force in Europe. He graduated from that career as the production superintendent over a squadron of F-15 Eagles at Holloman AFB, NM.  Show Notes: As we move from the industrial sectors to the information age, there is a lot more complexity within organizations. Interactive complexity can greatly impact the way decisions are made and breakdowns can occur in areas where teams interact. It is critical to organize systems and habits so that people can learn to pay attention to and detect weak signals of failure and react appropriately. High-Reliability Organizing and Resilience Engineering offer approaches to help organizations that operation in high-hazard, high-risk and/or high-consequence industries to proactively manage risk and react appropriately when failure occurs. Small failures are like free lessons because they can help us learn without experiencing catastrophe. Leaders and managers must choose to listen to these free lessons and learn from them, as opposed to simply thinking that the problem won’t happen again. Even when other organizations experience failure leaders and managers should attempt to learn from them rather than exhibit a “distancing through differences” attitude. Leaders should learn to be humble and admit they don’t know everything. When an organization is extremely successful it can lull leaders and managers into a false sense of security. By maintaining a questioning attitude leaders can try to detect weak signals of potential failure. Open mindedness is an important trait in today’s VUCA (Volatile, Uncertain, Complex and Ambiguous) world. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription. Time-Stamped Show Notes: 0:35-Randy introduces Dave Christenson and describes who he is, including reading his formal biography. 1:33- Randy asks Dave, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 6:51-Randy asks Dave about his current role. 8:44-Randy and Dave talk about Distancing through Differences and how leaders may experience a “that couldn’t happen to us” attitude when failure happens in a similar industry. 12:25 –Dave describes how success can include blinders and affect how leaders view weak signals of failure. 20:50-Randy describes Crew Resource Management training and the benefits. 23:30-Randy and Dave talk about the need for human performance and effective teamwork in high-risk complex environments, particularly in electrical utility industries. 24:08-Randy asks Dave about what area in industry he feels needs disruption. 31:07-Randy asks Dave, “If you could be granted one wish for leadership or organizational change/development what would it be?”  Resources: Book Recommendations: Beyond Blame: Learning from Failure and Success by Dave Zwiebeck, The Field Guide to Understanding Human Error by Sidney Dekker, Managing the Unexpected by Karl Weick and Kathleen Sutcliffe, Pre-Accident Investigations by Todd Conklin, Team of Teams by Stanley McChrystal, Tatum Collins, David Silverman and Chris Fussell  Contact: Web: www.o4r.co Email: david@o4r.co

Overview: Robert (Bob) Conway shares some outstanding leadership pointers with us as he describes his work as a leader and manager at Disney and his time as a leader in the US Navy. In this episode we discuss servant leadership and how to create a culture of excellence. Robert’s Biography: Captain (retired) Robert Conway hails from Baltimore, Maryland and received his commission from the United States Naval Academy in 1985, graduating with a Bachelor of Science degree in Naval Architecture. He reported to Naval Aviation Schools Command in Pensacola Florida in July 1985 and earned his wings in August 1986. From March 1987 until his retirement from Active Duty in September 2012 Captain Conway served in multiple roles, including completing training as an SH-3H helicopter pilot, Instructor Pilot and aircraft carrier catapult and arresting gear officer. He was also qualified in the H-60 F/H aircraft and served as the head of the Aviation Safety, Training and Operations department for HS-15, an H-60 helicopter squadron. He also served as the Officer-In-Charge of the Weapons and Tactics Unit for Helicopter, Anti-Submarine Wing, Pacific. Robert was also the commanding officer of Helicopter Anti-Submarine Squadron FIVE and served as the Commander Naval Air Forces Assistant Chief of Staff, and finally as the Director of the School of Naval Aviation Safety at Naval Air Station Pensacola, FL. Captain (Conway is currently the Manager of Quality Engineering for Worldwide Safety and Assurance at the Walt Disney World Resort in Orlando, Florida. Show Notes: Servant leadership and engaging with the workforce is important for building morale and inspiring others to help leaders accomplish their work. Sometimes leadership work in demanding environments can be like “dream jobs punctuated by nightmares.” The work can be great, but in many cases things change rapidly and leaders and teams have to adapt. There are never two situations that are exactly alike and leaders in these environments are like ducks on the pond, looking calm and serene on top of the water and paddling like crazy underneath the water. Disney’s 4 Keys are used as guiding principles. They also help workers understand safety is the priority. 4 Keys are guiding principles on how to conduct business: Safety, Courtesy, Show and Efficiency. These kinds of guiding principles may be used to help leaders, managers and employees make sacrifice decisions to know what can be sacrificed in order, but safety will never be sacrificed. Safety Culture and organizational culture should be united as one culture, and that is a culture of excellence. The two should not be separated. These are not things that just happen. You have to make it happen and make it stick. Organizations should not settle for mediocrity or being excellent for the sake of superficial reasons. Excellence should be sought for the right reasons, including for the buy-in of employees and to help take the company where it needs to go. The best leaders ask the workers on the front lines what they think and these leaders will incorporate this feedback into their philosophy. Never forget who’s working for you and understand from a leadership perspective the decisions you make affect them directly. Servant leadership means, “I wouldn’t make you do anything I wouldn’t do myself.” It is important to get into the field, engage with the workers and understand the conditions under which they work. That is a big part of servant leadership and that helps lead organizations towards a culture of excellence. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription. Time-Stamped Show Notes: 0:43-Randy introduces Bob Conway and describes who he is, including reading his formal biography. 2:51- Randy asks Bob, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 8:00-Bob describes servant leadership and how the noble aspects of military service helped him pass that leadership style to his team and the guests at Walt Disney World. 8:58-Bob talks about how his dynamic leadership job is like a “dream job punctuated by nightmares,” but adaptability and leadership is critical to help teams achieve successful performance. 12:09 –Bob describes how no two situations are exactly alike, and leaders have to rely on their teams and partners to help make decisions. Bob also describes the give and take in seeking consensus for safety and the reliance on teamwork and partnership to get results. 13:52-Randy describes Crew Resource Management training and the benefits. 15:10-Randy asks Bob about Disney’s 4 Keys, which are guiding principles on how to conduct business: Safety, Courtesy, Show and Efficiency. 18:21-Randy and Bob discuss partnering with and educating other team members so they can have a common understanding and work towards a common goal. 18:48-Randy asks Bob about his “aha moment” that shaped his outlook on live, business and work. 20:01-Bob discusses how he started understanding the need for seeking a culture of excellence and how there is no separation between an organizational culture and a safety culture. They have to be one culture. 23:26-Randy discusses looking beyond the limiting beliefs that prevent us from seeking out excellence. 24:16-Bob describes the need to “Kick the Boxes” and for leaders to understand what it means to have a culture excellence and what it takes to get there. 31:11-Randy asks Bob, “If you could be granted one wish for leadership or organizational change/development what would it be?” Resources: Book Recommendation: The Disney Way, Revised Edition: Harnessing the Management Secrets of Disney in Your Company  by Bill Capodagli and Lynn Jackson Whack-a-Mole: The Price We Pay For Expecting Perfection by David Marx Contact: LinkedIn: https://www.linkedin.com/in/robert-conway-19421619

Overview: Lanny Floyd is an expert in electrical safety and understands how to lead organizations in order to drive dramatic change. He has spent his career working to protect employees from electrical hazards and he provides some outstanding leadership lessons for organizational change, even for those who don’t work in or around electrical hazards. Lanny’s story is inspirational!  Lanny’s Biography: Landis “Lanny” Floyd II received his BSEE from VA Tech in 1973. His 45+ year career with DuPont focused on electrical safety in the construction, operation and maintenance of DuPont facilities worldwide. His responsibilities included improving management systems, competency renewal, work practices, and the application of technologies critical to electrical safety performance in all DuPont operations. He is an adjunct faculty member in the graduate school of Advanced Safety Engineering and Management (ASEM) at the University of Alabama at Birmingham (UAB). At UAB, he teaches Prevention through Design, Engineering Ethics. He also teaches Electrical Systems Safety which he developed for the ASEM curriculum. He is an IEEE Life Fellow, a professional member of American Society of Safety Engineers, a Certified Safety Professional, a Certified Electrical Safety Compliance Professional, a Certified Maintenance & Reliability Professional, a Certified Reliability Leader and a registered professional engineer in Delaware. He established Electrical Safety Group, Inc. in 2001 to provide expert consulting services in electrical safety matters.  Show Notes:  Lanny and his team built a case around the need to change fundamentally how electrical safety was managed. The level of acceptable risk was way too high compared to how safety was managed in other areas. He started a quest to reduce the risk to people and advance the practice of electrical safety. In the last 20 years of his 45 years with DuPont he was able to reduce the number of electrical fatalities to zero. He and his team were able to achieve breakthrough performance in managing the risk with electrical energy contact and sustain that for 25 years. However, he is not satisfied with this number because there are still electrical fatalities around the world and he sees a global trend of increasing electrical fatalities. Lanny uses the concept of flying to the moon and how humankind achieved what seemed impossible. He describes the importance of stretching the capability of how we currently think and looking beyond the artificial barriers, what we perceive to be real barriers and think about things differently. This type of thinking may be used to help us work towards greater goals. It is extremely important to help instill a level of curiosity in others as we teach. Expanding the ability to think critically about what is possible is an extremely important skill for leaders as they lead others. As leaders, it is extremely important to help develop other leaders and improve the way leaders think about problems and how they engage others about thinking differently. Pushing beyond what we think is possible is important. We need to think beyond basic compliance and work towards achieving excellence. Compliance is important, but will only take us so far in terms of organizational performance. The analogy of heroes in history who have changed the world comes to mind, such as Thomas Edison, Nelson Mandela, Mother Theresa, Michael Jordan, The Beatles, and Hank Aaron. These were all people who pushed the boundaries. They didn’t get to where they were by seeking average compliance. They “kicked the boxes,” sought excellence and opened the way for people to come behind them. Just like those heroes, leaders need to build the case for being excellent, not just average. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Time-Stamped Show Notes: 0:38-Randy introduces Lanny Floyd and describes who he is, including reading his formal biography. 2:24- Randy asks Lanny, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” 3:08-Lanny describes tragic accidents involving electrical energy and tells some deep engaging stories about electrical safety accidents and how it shaped his goals for safety leadership and protecting people in the workplace. 8:12-Randy talks about the dangers of letting our guard down in industry when we achieve outstanding performance and asks Lanny for his perspective. 10:50-Randy quotes Mark Twain, “You can’t see with your eyes when your imagination is out of focus.” 11:30-Randy describes Crew Resource Management training and the benefits. 12:47-Randy asks Lanny about his current projects and work since leaving DuPont and Lanny describes how he created an online masters level course on electrical safety and his work with IEEE. 15:30-Lanny talks about the importance of instilling a level of curiosity and expanding the ability to think critically about what is possible. 19:18-Randy asks Lanny, “If you could be granted one wish for leadership or organizational change/development what would it be?” Resources: Book Recommendation: The Wright Brothers by David McCullough. Contact: LinkedIn: https://www.linkedin.com/in/hlandisfloyd

Ron Gantt is Vice President of SCM, and in this episode we talk about leadership engagement with front line teams, trying to understand the context and perceptions of workers as they do their jobs, trying to understand how and why things make sense given their perspective, avoiding blaming people when things go wrong, and being humble as leaders. Ron Gantt is Vice President of SCM. He has over a decade experience as a safety leader and consultant in a variety of industries, such as construction, utilities and the chemical industry, to help people see safety differently. Ron has a graduate degree in Advanced Safety Engineering and Management as well as undergraduate degrees in Occupational Safety and Health and Psychology. He is currently pursuing is PhD in Safety Science, studying organizational learning and drift. Ron is a Certified Safety Professional, a Certified Environmental, Safety and Health Trainer, and an Associate in Risk Management. He was named by the National Safety Council in 2013 as a Rising Star in Safety, and winner of the Young Talent sponsorship in 2015 by the Resilience Engineering Association. Ron is also co-editor for SafetyDifferently.com. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Show Notes: Ron loves learning and is a lifelong learner. Lifelong learning is very important to help us advance organizational performance. Working in safety has helped Ron learn about many different industries and help people by being a positive influence to others in his work. At the highest levels of performance organizations should be learning organizations. Pushing beyond our comfort zones is important for thinking differently about how we manage risks. Once we get into the learning mode there is so much interesting things we can learn about. Once you stop believing you already know something you are surprised at every turn. That helps keep interest in our work. Our biggest flaw is that we think we know already when we don’t and as leaders that’s a huge mistake. If you make too many assumptions about your knowledge and act on faulty knowledge you may end up being less effective and you may let your followers down. It may be a critical error to assume you know when you don’t. It’s important to help people understand how to achieve success in a complex world, using the New View about safety and operations. Safety can be used to help organizations achieve success. There is a tradeoff between exploring and exploitation of operations, and there should be a balance with safety and success. One key in engaging leaders and front line workers involves talking about expertise, comfort levels and what has worked in the past. The question becomes “How can we know if we’re wrong?” This involves swinging the pendulum back to the exploration side from the exploitation side. Systems aren’t resilient if we don’t perceive failure until after it occurs. We need to be aware of risks and potential failure before it occurs. Organizations and leaders need to think beyond compliance to where their critical boundaries are, such as safety boundaries or operational boundaries that could lead to failure (which could be harm to safety or finances) and how those boundaries may be managed to avoid failure and maintain resilience. Operational drift can include benefits, but we need to manage drift and allocate resources to maximize operational performance while maintaining adequate safety and while not crossing that safety boundary. Operational drift should be examined prospectively (forward looking), but that is a challenge. A phase shift may be thought of as when something changes from one state to another. Sometimes a small amount can be added to something and it can go from one state to another in an instant (like moving from water to ice with one degree of temperature change) and operational drift can occur in a similar way. We need to appreciate how subtle changes can actually end up having huge effects. A small example is how we try to stick to strict schedules, but sometimes small impacts on our schedule could have very dramatic effects on the outcome. The same holds true in organizations. We may try to create stability in organizations and teams. We focus so much on controlling the teams and people, but we may lose sight of the effects of the operational environment, which can have tremendous impacts on teams and their performance. Local rationality is the idea is that people do things that make sense to them at the time based on their resources, attention, and goals. This is a very important concept. One of the most important traits a leader needs to have is empathy and the ability to see through the eyes of the other person. If we don’t understand how people are making sense of their choices they won’t follow us as leaders. We need to find out how things are making sense to people and find leverage points. People are always paying attention to something and we can’t simply assume workers are not paying attention when accidents or failures happen. If we assume they weren’t paying attention then we will limit our ability to understand what they were paying attention to at the time and we may miss opportunities to improve work systems. Quantitative and qualitative metrics are very important. We can’t simply rely on quantitative metrics. If we never look at stories or dissenting opinions and don’t pay attention to that we will limit innovation and the ability to detect weak signals. We need to be able to triage weak signals, pull out the important data and make good decisions based on that qualitative information. This can help to improve efficiency, effectiveness and resilience. The lack of curiosity needs to be disrupted. Leaders need to be curious about how work gets done. We need to get out there and ask more questions. Rather than seeing behaviors or operations, and judging them in a black and white way we need to be curious about what we are not seeing. We need to be more curious about the things we are not seeing because if we don’t look deeper we may miss opportunities for improvement. Leaders need to get out into the world and observe how workers are working and understand that workers have to overcome many imperfect situations nearly every day. By gaining this perspective those at the “blunt end” could understand some ways of making positive changes. Situational humility is important and in some situations leaders need to humble themselves in front of their workers so they can learn by asking questions. They need to understand that it is beneficial to admit they don’t know things and being overly concerned about “looking stupid” in front of workers may limit learning. Time-Stamped Show Notes: • 0:40-Randy introduces Ron Gantt and describes who he is, including his formal biography. • 2:27- Randy asks Ron, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” • 3:37-Randy describes how at the highest level of organizational capabilities they should be learning organizations. • 3:55-Randy asks Ron what got him interested in working in safety. • 7:00-Ron comments that our biggest flaw is that we think we know already when we don’t and as leaders that’s a huge mistake. • 7:25 Randy asks Ron about his current company or role. • 9:50 Randy asks Ron about how he tries to engage with organizations to push the boundaries of safety and figuring out how to continue learning about safety, and Ron explains the exploration-exploitation tradeoff. • 14:15-Randy talks about how organizations don’t spend enough time thinking about how organizations may cross over important boundaries and experiencing failure, such as risks to safety or finance. Complying with regulations and rules is important, but may not go far enough. • 15:07-Randy asks Ron about what he’s working on now and Ron talks about his Ph.D. work and operational drift. • 17:00-Randy and Ron start discussing phase shifts and moving from one state to the next state, such as crossing a safety boundary and experiencing failure. • 18:25-Randy comments on how phase shifts are described in the book Simple Rules by Michael Mauboussin. • 22:26-Randy describes Crew Resource Management training and the benefits. • 23:43-Randy asks Ron, “What was the biggest moment in your career where you had an “aha moment” about leadership, organizational resilience, reliability, safety, or a similar area?” • 28:12-Randy brings up the problems with the term Situational Awareness and how it is sometimes mistakenly used to think that we can simply will ourselves to pay more attention in complex, demanding situations. • 29:00-Ron and Randy discuss counterfactual reasoning, the problems trying to use it to manage safety and how it may be used for pre-mortems or what-if scenarios for prospective reasoning. • 30:46-Randy asks Ron, “What’s next in terms of projects or areas of interest you want to explore?” • 34:10-Randy asks Ron, “What area in leadership, organizational development, or industry do you think needs disruption and why?” • 36:09-Randy asks Ron, “If you could be granted one wish for leadership or organizational change/development what would it be?” Resources: Book Recommendation: Humble Inquiry by Edgar Schein The Mission, the Men and Me: Lessons from a Former Delta Force Commander by Pete Blaber Beyond Blame: Learning from Failure and Success by Dave Zwieback Contact: Email: rgantt@scm-safety.com LinkedIn: https://www.linkedin.com/in/ron-gantt-7a1b7741 Web: http://www.scm-safety.com http://www.safetydifferently.com

Randy Cadieux is the Founder of V-Speed, LLC, a leadership, resilience, and team performance consulting and coaching company and is also the Program Manager and an Instructor for the University of Alabama at Birmingham's Master of Engineering in Advanced Safety Engineering and Management program. Randy is a 20-year veteran of the United States Marine Corps. His primary occupational specialty was as a KC-130 Hercules pilot and he had numerous other leadership roles in the areas of aviation, operations, crew performance, and safety. Randy holds a Master of Engineering in Advanced Safety Engineering and Management from the University of Alabama at Birmingham and is the author of the book Team Leadership in High-Hazard Environments. My name is Randy Cadieux and I want to welcome you to V-Speed’s Kicking boxes podcast where we focus on delivering tremendous value and knowledge to you on the subjects can help to influence your disruptive leadership efforts. I want to take this time to explain a few things, which should help set the stage for your future listening. I will describe some things to help you get an idea of what to expect from the show, including the Kicking boxes name and meaning, the origins of V-Speed, LLC and the V-SpeedMedia brand and what we try to do, the types of guests we have on the show, and the overall outcomes I hope you will experience as benefits for listening to the show. Description of V-Speed’s Kicking boxes podcast: As you may know I was in the Marine Corps for 20 years. Early in my career I was influenced by a very interesting general officer who used to have a saying. He would say that the way to lead is to get out from behind your desk and go kick boxes. This was a metaphor for getting out into the field, asking questions of front line personnel, and learning from them about their needs and ideas for improving effectiveness and efficiency. I think from a disruptive leadership standpoint this is an area that can continue to be exploited. If leaders really want to disrupt the status quo then they need to take time to get away from their desks and get out into the field or onto the production floor, or wherever then need to be to truly engage with their workforce. After all, without workers, leaders wouldn’t have a job and even if someone is in a position with no direct reports they still need to influence people from a leadership standpoint. So, even if you don’t have direct reports don’t think that you can’t be a leader! Before we get into the description of the podcast, let me tell you a bit about me, so you understand a bit of my perspective and hopefully this will give you some context related to the questions I ask my guests and to some of the dialogue we have: -20 years USMC veteran, experience on crew served aircraft, Instructor Pilot, operations, safety, Crew Resource Management, human performance. Now I am the founder and a consultant for V-Speed, LLC where we focus on helping organizations achieve operational excellence using leadership, resilience, and human performance approaches to help clients solve complex problems. -I hold a Master of Engineering in Advanced Safety Engineering and Management (ASEM) from the University of Alabama at Birmingham. I am also the ASEM Program Manager and a faculty instructor. I teach two courses in that program. One focuses on hazard analysis and system safety engineering and the other focuses on organizational resilience/resilience engineering and transformational leadership. You will probably notice that I relate a lot of discussions back to safety and resilience. This doesn’t mean I am trying to simply seek out compliance with regulations, but to seek discussions about ways organizations can identify and control risk so their businesses can thrive, so they can protect their most important assets (their people) and humans are the most important part of any system so the organization should work to maximize their chances for successful performance. So I seek out leaders to interview in multiple fields to find out how they are doing this, and how they are disrupting the status quo when it comes to outdated or outmoded leadership approaches. Additionally, risk can take many forms and have many impacts, so I try to find guests who can talk about how they can exploit risks for positive business results as well as controlling risk to reduce the likelihood of failure. V-SpeedMedia background: V-SpeedMedia is a brand within the company V-Speed, LLC, which is a company I founded back in 2010. V-Speed focuses on helping organizations improve leadership, safety, resilience, and human and team performance with the end goal of seeing better results in terms of productivity, safety, reliability and/or quality, depending on the specific goals of the client. The overall goal may be thought of as Operational Excellence. V-SpeedMedia as a brand At V-SpeedMedia specifically, it is my hope that we can educate and inspire through the power of storytelling to help people at multiple levels within an organization to achieve understanding and alignment of varying perspectives. There is so often a gap between perspectives at multiple levels within organizations and when this gap is allowed to remain and no effort is made for different levels from the top to the bottom to understand each other it is unlikely that an organization will achieve its best results. With V-SpeedMedia I hope to show people that it is possible to understand each other’s perspectives and will try to incorporate storytelling to help with that journey. I may refer to listeners from time to time as members of the V-Speed Squadron or as V-Speed Squadron mates. A squadron is the smallest unit within military aviation and by referring to listeners as squadron mates it is a way to help build a tribe of loyal listeners who are interested in disruptive leadership and dramatically improving human, team, and organizational performance across multiple areas, including operations/production, safety, reliability, and quality. If you go to either V-Speedsafety.com or V-Speedmedia.com and look closely at either logo you will notice a little tiny airplane over the “EE” in the word “Speed.” The term V-Speed is an aviation term related to operational performance and safety speeds and is a way to bring in my aviation background and heritage into what we do at V-Speed and V-SpeedMedia. Types of guests I like to bring on the show: I will be interviewing guests from around the country and the world in some cases who are experts in their field. They may come from backgrounds in safety, resilience, human performance, operations, reliability, and/or quality and from industries such as manufacturing, mining, consulting, first responders, finance, military, mining, oil and gas, and many other fields. Most of these guests have actual boots on ground experience working with front line workers and their experience is priceless. Many of their backgrounds and experiences may not ostensibly seem to directly relate to your specific industry, but I really believe if you listen to their stories you will find value from their experiences. As a side note, if after listening to several of the shows you feel you would be a good candidate as a guest, please reach out to me using the contact form at V-SpeedMedia.com Q&A Format: I will generally try to stick to a format that involves around 10-11 questions. I do this to help you as a listener and loyal V-Speed Squadron mate to know what to expect. Here are the questions: 1. Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do. 1A. What got you interested in that? 2. Tell us about your company/role 3. Tell us about your current work or projects that interest you. 4. What was the biggest moment in your career where you had an “aha moment” about leadership, organizational resilience, reliability, safety, or a similar area? 4A. How did that moment shape your outlook on the future? 5. What’s next in terms of projects or areas of interest you want to explore? 6. What area in leadership, organizational development, or industry do you think needs disruption and why? 7. If you could be granted one wish for leadership or organizational change/development what would it be? 8. Can you recommend any books for our listeners and why would you recommend these in particular? 9. How can our listeners find out more about you and what you do, or how can they contact you? Sometimes we my go off script if I feel it will benefit the listeners, but will generally try to stay organized around these questions. In addition to the guests, I may alternate certain shows where I discuss topics alone which I think are important to you and which may add value to your leadership efforts. Podcast frequency: I will do my best to try to have one show per week, but if that changes I will try to inform listeners who subscribe to my email newsletter. Please rate, and review this podcast and please subscribe to my newsletter. You can subscribe at V-SpeedMedia.com or V-Speedsafety.com (spell out). Lastly, thanks so much for being a loyal listener and a V-Speed Squadron mate. My hope is that this show will provide you with ideas, stories, and lessons-learned from some outstanding leaders in their fields so that you can apply some of these lessons in your organization. Ultimately my hope is that you will be able to make your organization a better place and in the process help to make the world a better place where we can all thrive. Thanks again, and let’s go kick some boxes! Please click here or go to the link to sign up for our newsletter: www.v-speedsafety.com/email-subscription/ Contact: www.v-speedsafety.com www.v-speedmedia.com

Episode 3-Improving Performance Using Lessons-Learned Systems with Bill Brown, Founder and Product Manager of Secutor Solutions Overview: Bill Brown is the Founder and Product Manager at Secutor Solutions. In this episode we discuss how and why managers need improved leadership skills to empower teams, and the use of lessons-learned systems for improving organizational performance. Bill’s Biography: Bill was commissioned in the Marine Corps after graduating from the US Naval Academy in 1993. He spent 7 years in the Marine Corps as a platoon commander and intelligence officer before entering the civilian world in 2000. Since that time he has worked primarily as a program and product manager in the software development discipline. Bill has had the opportunity to work in a variety of industries, including Knowledge Management, Insurance, Healthcare, Aerospace and Defense. Working across these industries as both an employee and consultant with over 14 companies has allowed him to observe and interact with many leadership teams and operate within a variety of business processes. Through this experience he has had the opportunity to lead amazing teams that built, launched and supported 5 different products. Bill is currently the founder and product manager at Secutor Solutions whose specialty is engaging technology with their Lessons Learned Database to bridge the gap between the areas of project management, operations management and knowledge management to drive higher rates of business success and greater organizational resilience. Show Notes: It can be fun to envision the optimal solution and create the path to implementation. This requires picking the right team, the right platform and developing the right sequence of events and executing on the vision to achieve it in an efficient manner. The real fun comes in when the plan has to change to accommodate the external drivers that necessitate change. The world and business is very complex and planning is key towards developing repeatable processes and consistent results, but the value is in planning, not necessarily the plan. The plan will need to change because as Bill says, “No plan survives first contact with implementation.” Therefore leaders need to be prepared to adapt and be flexible and adjust operations as they execute on their plan. Inflexible leaders and managers will likely experience problems. Engagement and Integration are important and technology solutions have to be integrated into workflow to make them a normal part of work. Engagement means creating a value in the system that draws people in and engages them to use the system. A lot of application sit on the shelf and collect dust because people don’t feel connected to them. Workers have to feel connected with a system in order to use it effectively. You can make the use of applications more fun if you try. Integration is about taking the core knowledge we capture with a system and infusing it into widespread tools that are already in use, like email and project planning tools. Information has to be recorded, fed-forward and integrated into planning processes to help improve organizational learning. If this is done well, leaders, teams and workers can capture, collect and use information to help mitigate business and other risks by learning from the lessons others have already experienced in the past. A lot of managers who get promoted up into high-level management positions lack leadership skills. There is a lot more to leadership than being a “taskmaster.” Leading, Teaching, Coaching and Counseling are some of the big leadership skills necessary for managers to advance and become better leaders who can really lead their teams to greatness. It is a fundamental failure to simply come up with arbitrary goals without thinking through them. Stretch goals are important, but a dose of reality must be injected to find out what is actually possible. Micro-managing can be detrimental to performance. From an organizational resilience perspective managers have to be trained to think more broadly to be great leaders. Managers and leaders can’t have a zero defect mentality because workers and organizations have to make mistakes and learn. However, there are ways to find a path for workers so they can fail and learn along the way without having a major negative impact on the organization. Managers have to train and coach team members rather than jumping in and doing things themselves. Otherwise team members won’t learn as effectively and this may inhibit organizational performance. Managers need to be more than taskmasters or clock-watchers. They can’t just watch the output. They have to be more involved in the process and have to be more involved with their teams. They have to use the mantra “Lead, Teach, Coach and Counsel” to actually manager their people in a more comprehensive manner. Corporate leaders have to recognize the importance of these skills. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Time-Stamped Show Notes: • 0:34-Randy introduces Bill Brown and describes who he is, including reading his formal biography. • 2:30- Randy asks Bill, “Okay, we’ve heard your formal bio, but tell us what makes you tick, what motivates you, what inspires you, or generally why you do what you do?” • 4:00-Randy quotes Eisenhower, “Plans are nothing, planning is everything.” Randy and Bill get into a discussion on plans, how planning can create a thought process towards achieving a goal and that plans must be flexible. Bill describes the need to adapt. • 5:55-Bill states, “No plan survives first contact with implementation.” Because so many factors arise, especially on long-term projects and leaders must be adaptable. Don’t fall in love with your plan because it is going to change. • 6:34-Randy asks Bill what got him interested in his current work. • 7:25 Randy asks Bill about his current company or role and Bill describes the foundations of Secutor Solutions and how his company evolved into creating a Lessons-Learned database to help organizations continually improve. • 8:15-Randy asks Bill about some of the projects he’s currently working on right now and Bill describes taking the Lessons-Learned concept to the next level by leveraging solutions and incorporating them into people’s workflow. • 11:26-Randy describes Crew Resource Management training and the benefits. • 12:42-Randy asks Bill, “What was the biggest moment in your career where you had an “aha moment” about leadership, organizational resilience, reliability, safety, or a similar area?” • 14:10-Randy describes how many industries struggle with developing and using a solid debriefing process after work is completed and capturing those lessons in lessons-learned systems. This creates fractured learning. • 15:00-Randy asks Bill, “What area in leadership, organizational development, or industry do you think needs disruption and why?” • 16:13-Bill describes the important skills needed by managers as they advance in their careers and these are, “Leading, Teaching, Coaching and Counseling.” • 19:08-Randy describes how managers need to take the sometimes counter-intuitive step of releasing a bit of control to the experts on their teams. Team members must be empowered in order to accomplish organizational goals effectively and efficiently. • 21:07-Randy asks Bill, “If you could be granted one wish for leadership or organizational change/development what would it be?” • 24:18-Randy mentions the challenge of major transformational change as compared to shorter-term project implementation. Resources: Book Recommendation: Good to Great: Why Some Companies Make the Leap… And Others Don’t by Jim Collins. Contact: Email: billbrown@secutorsolutions.com Web: http://www.secutorsolutions.com

Episode #246 is my second episode in recognition of Patient Safety Awareness Week. My guest is Steve Montague, who talked about Lean and Crew Resource Management with me in episode #195 in 2014. He's a retired Navy fighter pilot, a commercial pilot, and a consultant for hospitals and health systems... and a fellow Texan and a near-neighbor of mine. See his full bio here. Today, we're talking about a number of topics, including patient safety and checklists... what's the difference between good checklist systems and bad (and what are the parallels to Lean done well and Lean done badly). We talk about a number of articles and recent events about how NHS employees are afraid to speak up, an Iowa hospital that had four wrong site surgeries in 40 days, and the recent NEJM brouhaha.

In dieser Episode sprechen wir mit einem Airline-Kapitän über Abnormals in der Verkehrsfliegerei und den Umgang damit. Der Fokus liegt dabei auf der weit verbreiteten Boeing 737, da unser Gast dieses Muster fliegt. Wir besprechen zunächst allgemeine Grundsätze der Crew Resource Management, und diskutieren dann eine Reihe von Abnormals, sowie Maßnahmen um die Situation sicher zu bewältigen, darunter Triebwerksausfall in verschiedenen Flugphasen, Ausfall der Hydraulik oder Ausfall einzelner Instrumente.

76:  Marine Veteran Randy Cadieux is the Founder of V-Speed, LLC, a leadership, risk management, organizational resilience, and team performance consulting and training company, and is the developer of V-Speed's Team Leadership and Resource Management training program. Randy is also the Program Manager and an Instructor for the University of Alabama at Birmingham's Master of Engineering in Advanced Safety Engineering and Management program. Randy is a 20-year veteran of the United States Marine Corps, where he served in multiple roles. His primary occupational specialty was as a KC-130 Hercules pilot and he had numerous other leadership roles in the areas of aviation, operations, and safety. Randy has experience with a range of safety, operations, and human performance training and application methodologies, including Marine Corps aviation operations planning, Operational Risk Management, and Crew Resource Management. Randy holds a Master of Engineering in Advanced Safety Engineering and Management from the University of Alabama at Birmingham and is a member of the American Society of Safety Engineers and the International System Safety Society. Randy is the author of Team Leadership in High-Hazard Environments: Performance, Safety, and Risk Management Strategies for Operational Teams published by Gower Publishing.  

Peter Schenk has a wide and varied background. He has worked as a firefighter and a police officer. And he served 32 years with Northwest Airlines prior to their acquisition by Delta Airlines.     Peter was involved in the early stages of development of the cockpit resource management systems (CRM), now known as Crew Resource Management. This program is widely credited for reducing aviation accidents by taking proactive steps to address human error and improve communications and teamwork. Our sponsor: Midwest Fire MidwestFire.com   Intro music Safety Dance (1982) Men Without Hats GMC - Virgin Records   Guest Contact Information Peter Schenk Pete.Schenk@gmail.com   Situational Awareness Matters! website www.SAMatters.com   Firefighter Near Miss Reporting System http://www.firefighternearmiss.com/   Contact Rich Gasaway www.RichGasaway.com Support@RichGasaway.com   612-548-4424

Crew Resources Management Pre-Exercise

Crew Resources Management Exercise

Joining me for episode #195 is my friend Steve Montague from LifeWings. Steve and I met initially through our shared interest in Lean and, like Ron Pereira, we discovered we both lived in Keller, Texas (I've since moved to San Antonio). Steve is a retired Navy pilot and currently flies for a major commercial airline. He's also been involved, through LifeWings, in the movement to bring aviation safety practices (and culture) to healthcare via "Crew Resource Management" or "TeamSTEPPS." He's also been on the forefront of combining Lean and TeamSTEPPS, something we both agree is a great idea. In honor of National Patient Safety Awareness Week, we talk about topics including: - Steve's background with CRM in aviation and healthcare - Why CRM isn't just about checklists, but also learning how to "communicate more assertively" in the cockpit or operating room... - How Lean and CRM / TeamSTEPPS fit together conceptually - How standardization and iterative improvement fit together There's so much we could talk about, so we barely scratched the surface on this topic. If you have questions, we can do another podcast. Please post them as comments on this post. For a link to this episode, refer people to www.leanblog.org/195 -- go there for some links and material that Mark wrote to share with the listeners (and he'll have a guest post soon that expands on the thoughts in the podcast). Please leave a comment and join the discussion about the podcast by visiting the blog page for this episode. For earlier episodes of the Lean Blog Podcast, visit the main Podcast page at www.leanpodcast.org, which includes information on how to subscribe via RSS or via Apple iTunes. You can also listen to streaming episodes of the podcast via Stitcher: http://landing.stitcher.com/?vurl=leanblog If you have feedback on the podcast, or any questions for me or my guests, you can email me at leanpodcast@gmail.com or you can call and leave a voicemail by calling the "Lean Line" at (817) 776-LEAN (817-776-5326) or contact me via Skype id "mgraban". Please give your location and your first name. Any comments (email or voicemail) might be used in follow ups to the podcast.

Janos P Baombe (EMJ associate editor) talks to Nick Crombie (consultant trauma, plastic and burns anaesthetist, Queen Elizabeth Hospital, Birmingham) about errors in medicine and the emerging field of crew resource management.See also:Human factors and error prevention in emergency medicine http://bit.ly/17g7fXd

In this episode, the Stews discuss the SportCruiser LSA, tail wheel flying, Crew Resource Management (CRM), a product review, featured site and more.

Today’s episode is about Crew Resource Management (CRM). Lt. Nate Perkins of Burlington Fire and Helicopter Pilot Matt Benoit of the U.S. Army join the podcast to talk about where this system comes from and why it matters. Both Matt and Nate hold leadership positions in their organizations and have more than a decade of […]