Podcast appearances and mentions of Sidney Dekker

Keywords: Sheldon Primus, Jill James, HSI, Accidental Safety Pro, Minnesota OSHA, OSHA inspections, OSHA fraud, Chevron Deference, EHS AI applications, psychological safety, corporate culture, safety culture, workplace violence, CalOSHA, ISO 45003, OSHA fines, Federal Labor Laws, safety indicators, Safety Differently, Dr. Todd Conklin, Dr. Sidney Dekker, Jordan Barab, Child Labor Laws, Mental Health First Aid, 4 Pillars of Wellbeing, suicide prevention, NAMI, Gallup Balcony & Basement, Self Determination Theory, Ryan Deci, Abraham Maslow, Restorative Justice, safety compliance In this episode of the Safety Consultant with Sheldon Primus podcast, Sheldon is joined by Jill James, Chief Safety Officer at HSI and host of the Accidental Safety Pro podcast. With her extensive background in Minnesota OSHA and her role as a safety leader, Jill brings invaluable insights on navigating complex safety landscapes. From the evolving role of OSHA and the implications of fraud and job-site inspections to understanding psychological safety and the importance of corporate culture over traditional safety culture, Jill and Sheldon tackle pressing topics. They explore AI's potential in EHS, the importance of ISO 45003 for workplace well-being, and discuss the broader impact of OSHA's Chevron Deference reversal. Jill's dedication to mental health, suicide prevention in construction, and restorative justice are also highlighted, providing a comprehensive look at modern safety and well-being in the workplace.

Welkom bij een speciale editie van Verhalen in Veiligheid. In deze aflevering bespreekt Laura Molsbergen met Remy Wierenga, Group Safety Director bij Refresco, de transitie in het denken over arbeidsveiligheid en gezondheid, bekend als de "New View". Remy deelt zijn ervaringen en inzichten over hoe de focus van individuele fouten naar systeemdenken verschuift. Hij legt uit hoe de New View, geïnspireerd door Sidney Dekker en Todd Conklin, ons helpt om meer te begrijpen van de context waarin werknemers opereren en hoe dit leidt tot effectievere veiligheidsmaatregelen. Ontdek waarom het vertrouwen in medewerkers en het serieus nemen van hun verhalen cruciaal zijn voor het verbeteren van veiligheid op de werkvloer. Leer meer over hoe organisaties wereldwijd, inclusief niet-westerse bedrijven, deze nieuwe benadering omarmen en implementeren. Veel luisterplezier!

 Andy and Mon-Chaio challenge the traditional notions of root cause analysis and incident reviews within complex systems. They examine how the framing of ensuring errors 'never happen again' can be counterproductive, suggesting a shift towards faster recovery and continuous learning instead. Drawing parallels with After Action Reviews in the military and Netflix's Chaos Monkey, they advocate for embracing controlled chaos and fostering a culture of practice and micro-decisions. Listeners will gain insights into how technical errors and normative errors are perceived, and why focusing on organizational culture can be more effective than strict process adherence. By the end, listeners will understand the importance of balancing process with flexibility and why living at the edge of chaos is crucial for organizational resilience. Transcript: https://thettlpodcast.com/2024/09/29/s2e39-living-on-the-edge-of-chaos/ References Books by Sidney Dekker - https://sidneydekker.com/books/ Chaos Monkey - https://netflix.github.io/chaosmonkey/ Andy's talk "From Outage to Understanding" - https://www.youtube.com/watch?v=5grWMM5nIC4

Our guest today is Sidney Dekker, Professor and Director of the Safety Science Innovation Lab at Griffith University in Brisbane, Australia. He explores the negative effects of a blame culture in organizations and advocates for a restorative justice approach. He explains how blaming leads to a lack of honesty and authenticity, negatively impacting organizational learning, performance, and safety. He explains that a blame culture causes individuals to hide mistakes rather than address underlying systemic issues. He emphasizes that restorative justice focuses on impacts, needs, and obligations rather than rule violations and consequences. He also touches on the concept of human error, arguing that it should be seen as a consequence of deeper organizational troubles rather than the cause. The focus should be on understanding why people made certain decisions based on their goals and knowledge at the time, rather than blaming them for errors. Throughout the interview, Sidney provides practical examples to illustrate his points. He cites the Apollo 13 mission as an example of successful crisis management through trust in frontline operators and focusing on what is working rather than what is broken. He discusses the importance of including multiple stakeholder perspectives to learn and improve organizational practices. When addressing severe cases like a dam breaking due to government negligence, Dekker argues for a restorative approach to accountability. This involves truth-telling, repentance, and actions to repair harm and address the needs of affected individuals. He also connects his views to Kant's philosophy, suggesting that while past actions cannot be undone, the relational consequences can be addressed through restorative practices. He reflects on recent incidents of inappropriate behavior in organizations, stressing the need to address broader sociological issues rather than just individual behaviors. Trust, built on compassion and empathy, is fundamental to fostering a just and safe organizational culture. Sidney concludes by emphasizing the importance of trust in both professional and personal contexts, highlighting its role in collective success and his commitment to promoting restorative justice in organizational safety practices.

We're so excited to publish this conversation between James and Sidney Dekker - professor, author, film maker, founder of the Safety Science Innovation Lab amongst many other accolades, Sidney gives his insights into the gap between 'safety as done' and 'safety as imagined', the 'tribalism' surrounding different safety approaches, and James somehow shoe-horns an conversation about Star Wars in there with no intended end point! Thank you to Sidney and to the organisers at the EHS Congress in Berlin for helping us to set up this conversation - definitely a career highlight. Enjoy.....

Welcome to an extraordinary episode of Safety FM with Jay Allen, featuring none other than Sidney Dekker, a towering figure in the field of safety science. Recorded amidst the inspiring atmosphere of the Global Safety Innovation Summit in Australia, this episode promises to be a riveting exploration of the latest advancements and perspectives in safety practices and human factors. Sidney Dekker, PhD, serves as Professor and Director of the Safety Science Innovation Lab at Griffith University in Brisbane, Australia, and holds a professorship in the Faculty of Aerospace Engineering at Delft University in the Netherlands. His international career is as diverse as it is distinguished, having lived and worked in seven countries across four continents. Dekker has earned worldwide recognition for his pioneering work in human factors and safety, changing the way industries and academia approach these critical issues. A best-selling author, Sidney Dekker's contributions to the field extend beyond academia and research. His passion for understanding human factors and safety is matched by his talents as an avid piano player and pilot, even flying the Boeing 737 for an airline on the side. His multifaceted life also includes roles as a trained mediator and chaplain, showcasing his commitment to communication, understanding, and empathy in all aspects of his work. In this episode, after Sidney shares his insights through a compelling speech at the summit, Jay Allen will sit down with him for an enlightening interview. Together, they will delve into Sidney's groundbreaking work in safety science, his unique approach to human factors, and the experiences that have shaped his influential career. From the cockpit to the classroom, Sidney's journey is a testament to the impact that dedication, passion, and innovation can have on improving safety and understanding human performance. Tune into this captivating episode of Safety FM with Jay Allen, as we join Sidney Dekker in a thought-provoking journey through the realms of safety science and human factors. Discover the insights and experiences of one of the most influential figures in safety, right here on Safety FM.

Če odgovorna oseba po hudi delovni nesreči javnost obvesti, da je bil vzrok tragičnega dogodka človeška napaka, nas takšno pojasnilo ne sme pomiriti, ampak nas mora še bolj vznemiriti. Skladno s sodobnimi smernicami za zagotavljanje varnosti, ki temeljijo na znanstvenih raziskavah, je človeška napaka sprejemljiv vzrok za razlago neželenega dogodka le v zelo redkih primerih. Po temeljiti preučitvi okoliščin nesreče se večinoma namreč izkaže, da je za napako kriva sistemska pomanjkljivost in ne nepozoren posameznik. Česa nas lahko naučijo človeške napake, kakšni psihološki in varnostni mehanizmi so v ozadju, kako je zdravniškimi napakami in kakšna bo vloga umetne inteligence?Sogovorniki: prof. Sidney Dekker, pilot, raziskovalec varnosti, Univerza Griffith v Brisbanu; doc. dr. Boštjan Bajec, Oddelek za psihologijo na Filozofski fakulteti UL; dr. Andrej Robida, upokojeni otroški kardiolog. 

Today we are joined by Ryan McBeth. Ryan is a software architect, novelist, triathlete, and YouTuber.  He makes videos on YouTube about Programming, Cybersecurity, OSINT and Military topics. Ryan spent 20 years as an anti-armor and heavy weapons infantryman with two overseas deployments. He also spent time performing C4ISR intelligence collection for various government customers and currently consults on intelligence collection and analysis methods. [Oct 9, 2023]   00:00 - Intro 00:22 - Intro Links -          Social-Engineer.com - http://www.social-engineer.com/ -          Managed Voice Phishing - https://www.social-engineer.com/services/vishing-service/ -          Managed Email Phishing - https://www.social-engineer.com/services/se-phishing-service/ -          Adversarial Simulations - https://www.social-engineer.com/services/social-engineering-penetration-test/ -          Social-Engineer channel on SLACK - https://social-engineering-hq.slack.com/ssb -          CLUTCH - http://www.pro-rock.com/ -          innocentlivesfoundation.org - http://www.innocentlivesfoundation.org/                                                 02:40 - Ryan McBeth Intro                                                           03:17 - Military-Grade OSINT                                                      06:14 - Propaganda                                                         10:16 - Emotional Triggers                                                            12:15 - Branding as Propaganda                                                19:12 - Modern Propaganda                                                       21:57 - The Power of Agency                                                      24:22 - The Product is You!                                                          26:56 - The Fifth Domain                                                               29:53 - Battlefield Shaping                                                           33:58 - A Successful Campaign                                                   36:14 - Deceptive Image Persuasion                                                        41:54 - Mentors               -          Father                                   44:44 - Book Recommendations -          The Field Guide to Understanding ‘Human Error' - Sidney Dekker 47:18 - Find Ryan McBeth online                                                               -          Substack:  ryanmcbeth.substack.com/ -          YouTube: @RyanMcBethProgramming -          Instagram: @therealryanmcbeth -          Twitter: @ryanmcbeth -          Website: ryanmcbeth.com 47:36 - Guest Wrap Up & Outro -          www.social-engineer.com -          www.innocentlivesfoundation.org

As a professor, Sidney Dekker has spent his career studying safety processes in industries like healthcare and mining. As a pilot, both for an airline and in his Carbon Cub, he has put those theories into practice. In this thought-provoking episode, you'll hear what he's learned, including: how much risk pilots can actually quantify, why we should study what went right and not just what went wrong, and what it means to drift into failure. You'll also learn about the beat up Cessna 172 he restored, whether autopilots are a positive or negative for safety, whether pilots should read accident reports, and what an "automation surprise" is.   LINKS: - Sidney's website: https://sidneydekker.com/ - Drift into Failure: https://www.amazon.com/Drift-into-Failure-Sidney-Dekker/dp/1409422216 - Sporty's Pilot Training+ membership: https://www.sportys.com/sportys-pilot-training-plus.html

What up folks! This is another short podcast on the idea that safety is a capacity, not an outcome. This idea comes out of Todd Conklin & Sidney Dekker's work on organizational safety where they discuss two ways of looking at safety: The Safety 1 Perspective or the old way of thinking is that safety […]

In this episode, Mary Conquest speaks with Pam Walaski, Senior Vice President of the American Society of Safety Professionals (ASSP), who uses her considerable experience to teach the next generation of HSE practitioners.Pam shares her insightful views on the current state of safety education. She highlights the key gaps, limitations and challenges and explains which elements need to evolve.Safety professionals will also learn about Pam's personal journey from “safety cop” mentality to seeing workers as the solution rather than the problem. This mindset shift has significantly influenced her approach to safety education, and rapport, empathy, respect, and dignity are key themes in this compassionate interview.Pam helps EHS professionals to stop thinking in terms of “right” and “wrong” and instead focus on learning, evolution and being open to change.Pam recommends these online resources for Safety practitioners:Safety Differently – Innovative and critical safety thinkingHuman and Organizational Performance | HOP HubAuthors recommended by Pam:Todd Conklin, Sidney Dekker and Rosa Antonia CarrilloPam also suggests listening to these podcasts:PreAccident InvestigationThe Safety of WorkPam Walaski on LinkedIn:Pam Walaski, CSP, FASSP | LinkedInSafety Labs is created by Slice, the only safety knife on the market with a finger-friendly® blade. Find us at www.sliceproducts.comIf you have any questions, please email us at safetylabs@sliceproducts.com

Adam presents thoughts on Sidney Dekker's book "Drift into Failure".  Are you just beginning your path to excellence? Then start here.Already on the path? Continue your self-study with any of these:

In this episode, Mary Conquest speaks with Rosa Carrillo, a safety leadership and culture expert who's also a highly acclaimed author. Her book, ‘The Relationship Factor in Safety Leadership', is hailed by Edgar Schein as required reading to understand the foundations of "safety culture".After explaining why she wrote this book, Rosa shares her 8 principles of Relationship-Centered Safety Leadership. Psychological safety underpins everything, and we learn how to achieve ‘true communication' and why inclusion must precede workplace accountability.Rosa focuses on the importance and interdependence of innovation, resilience, inclusion, and accountability and discusses how leaders' expectations impact workers' contributions.Trust is a constant theme throughout this compassionate discussion, and Rosa explains why this quality will help Safety professionals more than policies.Rosa also introduces the concept of drift and its implications for safety management before highlighting the importance of continuously checking your beliefs, assumptions and biases.One of the key messages is everything starts with relationships. Rosa elegantly shows us that relationships influence emotions, feelings, and beliefs - which determine safety decisions and ultimately, culture.To find out more about Rosa's work, visit:https://carrilloconsultants.com/Rosa's recommended reading:Pre-accident investigations by Todd Conklinhttps://www.amazon.com/Pre-Accident-Investigations-Todd-Conklin/dp/1409447820The Field Guide to Understanding 'Human Error' by Sidney Dekker:https://www.amazon.com/Field-Guide-Understanding-Human-Error/dp/1472439058Next Generation Safety Leadership by Clive Lloyd:https://www.amazon.com/Generation-Safety-Leadership-Clive-Lloyd/dp/0367509563/Rosa Carrillo on LinkedIn:https://www.linkedin.com/in/rosaantoniacarrillo/Safety Labs is created by Slice, the only safety knife on the market with a finger-friendly® blade. Find us at www.sliceproducts.comIf you have any questions, please email us at safetylabs@sliceproducts.com

Chris: First off, why do you think soft skills are so often overlooked or undervalued in our field of cybersecurity?Chris: I'm curious your perspective on how to help people build soft skills, much like technical skills, some may have more of an aptitude for technical work or prefer not interacting with people as often. Any advice for folks who may be a bit more of an introvert and finding dealing with people intimidating?Niki: I wanted to first talk about the Learning resources you have on your site - the softsideofcyber.com - I am a big fan of this area because you include everything from books and articles to newsletters. Can you talk a little bit about why you included this section and what you're hoping to do with it in the future? Nikki: This may seem like a silly question - but clarity and definitions for terminology and language are really important. People talk about 'soft skills' in a lot of ways. What does 'soft skills' mean to you and how have these skills aided you in your career? Nikki: What is the perfect balance of technical and 'soft skills' - do you feel like it depends on your role? Or do you feel like this balance is essential, regardless of your role? Chris: You recently wrote an article on CSO online about unleashing the power of an effective security engineering team. While you did discuss technical skills you also wove in content from folks such as Sidney Dekker and Adam Grant. How do you feel like diversifying your learning outside of technical topics has helped you be more successful in your own roles and career?Nikki: Do you feel like 'soft skills' expands from empathy and emotional intelligence to an understanding of cognitive bias, mental workloads, and other psychological phenomena?Chris: What's next for the Soft Side of Cyber? What projects are you working on and what are you hoping to do with this in the next 6 months?Nikki: Since I know what cyber resiliency means to you in a technical context, can you expand on what this means to you in the 'soft skills' and human context?

Just culture is a topic that is frequently raised in the aviation industry, but quite often misconstrued. In this episode, Grenville Hudson speaks with Jerry Allen, Senior Advisor at The Just Culture Company, LLC. Together, they discuss the just culture model, the concept of no blame culture, how just culture fits in with an organization's safety culture, and more.

Sheldon interviews Dr. Todd Conklin about his new book with Dr. Sidney Dekker, "Do Safety Differently." During the conversation, Sheldon and Dr. Todd talk about defining safety differently, the faulty H.W. Heinrich's safety pyramid, possible dangers of wearable safety technology, safety metrics abuse and many other pressing safety topics. "Do Safety Differently" is the right book for the right time in safety.

In this episode, Mary Conquest speaks with Josh Bryant, a General Manager of People, Risk and Sustainability who's worked in the mining industry for over 20 years and implemented an award-winning critical risk management system.Josh has always been open to different workplace safety frameworks and uses scientific reasoning to decide which elements to adopt or reject. He's not tied to any particular theory, and gives HSE professionals a great overview of his journey of exploration, combining different approaches to safety management.There are a lot of safety theories, frameworks and ideas, and it can be confusing for EHS professionals looking to implement the best solutions for their organization. Josh demystifies Safety-I, Safety-II, Safety Differently and Human and Organisational Performance (HOP). He explains how these approaches can be combined and tells us why he came to focus on critical risk management.Josh maintains that flexibility and curiosity are crucial qualities for HSE professionals who should always practice humble inquiry regardless of your approach to workplace safety.Josh Bryant on LinkedIn:https://www.linkedin.com/in/joshbryant1Books recommended by Josh:The Field Guide to Understanding 'Human Error' by Sidney Dekker:https://www.amazon.co.uk/Field-Guide-Understanding-Human-Error/dp/1472439058Workplace Fatalities by Todd Conklin:https://www.amazon.co.uk/Workplace-Fatalities-Discussion-Fatality-Reduction/dp/1546979654Bob's Guide to Operational Learning by  Bob Edwards and Andrea Baker:https://www.amazon.co.uk/Bobs-Guide-Operational-Learning-Organizational/dp/B08QRYT5QNPodcasts recommended by Josh:PreAccident Investigation:https://preaccidentpodcast.podbean.com/The Safety of Work:https://safetyofwork.com/Rebranding Safety:https://podcasts.bcast.fm/rebranding-safetySafety on Taphttps://www.safetyontap.com/episodes/Safety Labs is created by Slice, the only safety knife on the market with a finger-friendly® blade. Find us at www.sliceproducts.comIf you have any questions, please email us at safetylabs@sliceproducts.com

In this episode, Mary Conquest speaks with Mark Alston, a risk management and safety expert who is the founder of Investigations Differently consultancy.Mark helps HSE professionals understand why safety investigations can be too narrowly focused and only result in blame rather than benefits.Fortunately, he shares helpful advice on how you can implement better investigations in your workplace. Mark encourages EHS professionals to move away from a top-down approach and instead harness co-workers as part of the solution to deliver systemic risk reduction.He argues that safety investigations are great opportunities to enable organizations to learn critical information from their people about how work is actually completed. Furthermore, Marks shows you how this can be used positively to improve overall safety performance.To find out more about Mark's consultancy, visit:https://investigationsdifferently.com.au/Mark Alston on LinkedIn:https://www.linkedin.com/in/alstonmark/The three books recommended by Mark:Pre-accident investigations by Todd Conklinhttps://www.amazon.co.uk/Pre-Accident-Investigations-Todd-Conklin/dp/1409447820The Field Guide to Understanding 'Human Error' by Sidney Dekker:https://www.amazon.co.uk/Field-Guide-Understanding-Human-Error/dp/1472439058Paper Safe by Greg Smith:https://www.amazon.co.uk/Paper-Safe-triumph-bureaucracy-management-ebook/dp/B07HVRZY8CSafety Labs is created by Slice, the only safety knife on the market with a finger-friendly® blade. Find us at www.sliceproducts.comIf you have any questions, please email us at safetylabs@sliceproducts.com

Provided as a free resource by DataStax https://www.datastax.com/products/datastax-astra?utm_source=DataMeshRadio (AstraDB) https://www.patreon.com/datameshradio (Patreon) In this episode, Scott interviewed Tim Tischler, Principal Engineer at Wayfair. Prior to Wayfair, Tim worked as a Site Reliability Champion at New Relic and is well known in the "human factors" and resilience engineering space. Per Tim, our current work culture is overly action-item driven - every meeting must have a set of agenda items generated from it. This prevents people from having learning-focused meetings exclusively designed for context sharing. Humans' brains work differently between learning and fixing mode and we ask totally different questions. To be able to scale our knowledge sharing, we need to have the space to have learning-focused meetings. A good way to center learning-focused meetings, be they "show and tell" or event storming sessions, is via sharing stories - human communication is founded on story sharing through the millennia. Tim's "show and tell" and event storming sessions at Wayfair have had extremely positive reviews so far. Tim sees ticket-based interactions - just throwing requirements on someone's JIRA backlog or similar - as fundamentally flawed. If Team A gives Team B requirements, Team B just looks to close the ticket versus getting both sides in the room to exchange context and have a negotiation. Tim prefers two modes of interactions over ticket systems: #1 - no human-touch, automated interactions, e.g. an API; and #2 - high touch, high context sharing interactions. For resilience engineering specifically, you should apply learnings to each data product AND the mesh as a whole. Part of that is a broad acceptance that you are in a highly dynamic and highly changing org - there will be changes! A few anti-patterns to resilience engineering that apply to data mesh are: 1) a hub and spoke relationship model where one person is the key glue - this is bad at a human level and even worse at a technical level :); 2) business leaders pushing for metrics without sharing the specific context as the results end up as completely empty and useless things you are tracking; and 3) not embedding people building platforms into the teams they are building the platform for - they must really understand the workflows. Books/posts/papers mentioned: Blameless PostMortems and a Just Culture by John Allspaw - https://www.etsy.com/codeascraft/blameless-postmortems/ (Link) The Theory of Graceful Extensibility: Basic rules that govern adaptive systems by David D Woods - https://www.researchgate.net/publication/327427067_The_Theory_of_Graceful_Extensibility_Basic_rules_that_govern_adaptive_systems (Link) The Field Guide to Understanding 'Human Error' by Sidney Dekker - https://www.amazon.com/Field-Guide-Understanding-Human-Error/dp/1472439058 (Link) Data Mesh Radio is hosted by Scott Hirleman. If you want to connect with Scott, reach out to him at community at datameshlearning.com or on LinkedIn: https://www.linkedin.com/in/scotthirleman/ (https://www.linkedin.com/in/scotthirleman/) If you want to learn more and/or join the Data Mesh Learning Community, see here: https://datameshlearning.com/community/ (https://datameshlearning.com/community/) If you want to be a guest or give feedback (suggestions for topics, comments, etc.), please see https://docs.google.com/document/d/1WkXLhSH7mnbjfTChD0uuYeIF5Tj0UBLUP4Jvl20Ym10/edit?usp=sharing (here) All music used this episode created by Lesfm (intro includes slight edits by Scott Hirleman): https://pixabay.com/users/lesfm-22579021/ (https://pixabay.com/users/lesfm-22579021/) Data Mesh Radio is brought to you as a community resource by DataStax. Check out their high-scale, multi-region database offering (w/ lots of great APIs) and use code DAAP500 for a free $500 credit (apply under "add payment"): https://www.datastax.com/products/datastax-astra?utm_source=DataMeshRadio (AstraDB)

Welcome to Season 3 and the 67th episode of the podcast series. On today's show, I am joined by Glynis McCarthy and Brent Robinson. We discuss the new book “Do Safety Differently” by Todd Conklin and Sidney Dekker.

Sidney Dekker and I collaborated on a NEW BOOK entitled:  Do Safety Differently.  This little secret project has been happening for the last several months and now is available for your own reading and listening pleasure. You can purchase this book everywhere you buy safety books. Get Caught Trying to Make the World Better! Best Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives... Give this a listen. Thanks for listening and tell your friends.  See you on Audible...all my books are up on there.  One of them is read by a British dude - it is like a Harry Potter book!  Have a great day as well. 

Today on the podcast, Jay owes you an apology for last week's episode. Jay will give you info about Do Safety Differently, and have a preview of Todd Conklin and Sidney Dekker interview. Hear it all today on Safety FM Mini!

This week we chat to Kelvin Genn about the amazing work he is doing with Sidney Dekker and Michael Tooma to develop a framework that will help us to measure safety. We will update the links below so that you can access the Framework as soon as it's available.

It is 2021! Get Caught Trying to Make the World Better! Best Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives... Give this a listen. Thanks for listening and tell your friends.  See you on Audible...all my books are up on there.  One of them is read by a British dude - it is like a Harry Potter book!  Have a great day as well. 

Oxide and Friends Twitter Space: September 27th, 2021The Books in the BoxWe've been holding a Twitter Space weekly on Mondays at 5p for about an hour. Even though it's not (yet?) a feature of Twitter Spaces, we have been recording them all; here is the recording for our Twitter Space for September 27th, 2021.In addition to Bryan Cantrill and Adam Leventhal, speakers on September 27th included Tom Lyon, Dan Cross, Antranig Vartanian Simeon Miteff Matt Campbell, Jeremy Tanner, Joshua Clulow, Ian, Tim Burnham, and Nathaniel Reindl. (Did we miss your name and/or get it wrong? Drop a PR!)Some of the topics we hit on, in the order that we hit them: Not recommended :-(  Dave Hitz and Pat Walsh (2008) How to Castrate a Bull book Peter Thiel (2014) Zero to One book [@2:45](https://youtu.be/zrZAHO89XGk?t=165) David Jacques Gerber (2015) The Inventor's Dilemma: The Remarkable Life of H. Joseph Gerber book [@7:21](https://youtu.be/zrZAHO89XGk?t=441) Sidney Dekker (2011) Drift into Failure: From Hunting Broken Components to Understanding Complex Systems book [@13:08](https://youtu.be/zrZAHO89XGk?t=788) Robert Buderi (1996) The Invention that Changed the World: The Story of Radar from War to Peace book MIT Rad Lab Series info Nuclear Magnetic Resonance wiki Richard Rhodes (1995) Dark Sun: The Making of the Hydrogen Bomb book Michael Riordan and Lillian Hoddeson (1997) Crystal Fire: The Birth of the Information Age book Craig Canine (1995) Dream Reaper: The Story of an Old-Fashioned Inventor in the High-Tech, High-Stakes World of Modern Agriculture book David Fisher and Marshall Fisher (1996) Tube: The Invention of Television book Michael Hiltzik (2015) Big Science: Ernest Lawrence and the Invention that Launched the Military-Industrial Complex book [@18:05](https://youtu.be/zrZAHO89XGk?t=1085) Ben Rich and Leo Janos (1994) Skunk Works: A Personal Memoir of My Years at Lockheed book Network Software Environment Lockheed SR-71 on display at the Sea, Air and Space Museum in NYC. [@26:52](https://youtu.be/zrZAHO89XGk?t=1612) Brian Dear (2017) The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture book [@30:15](https://youtu.be/zrZAHO89XGk?t=1815) Randall Stross (1993) Steve Jobs and the NeXT Big Thing book [@32:21](https://youtu.be/zrZAHO89XGk?t=1941) Christophe Lécuyer and David C. Brock (2010) Makers of the Microchip: A Documentary History of Fairchild Semiconductor book [@33:06](https://youtu.be/zrZAHO89XGk?t=1986) Lamont Wood (2012) Datapoint: The Lost Story of the Texans Who Invented the Personal Computer Revolution book Charles Kenney (1992) Riding the Runaway Horse: The Rise and Decline of Wang Laboratories bookTom's tweet [@34:06](https://youtu.be/zrZAHO89XGk?t=2046) Bryan's Lost Box of Books! Edgar H. Schein et al (2003) DEC is Dead, Long Live DEC: The Lasting Legacy of Digital Equipment Corporation book [@36:56](https://youtu.be/zrZAHO89XGk?t=2216) Alan Payne (2021) Built to Fail: The Inside Story of Blockbuster's Inevitable Bust bookVideotape format war wiki Hackers (1995) movie. Watch the trailer ~2mins Steven Levy (1984) Hackers: Heroes of the Computer Revolution book [@42:32](https://youtu.be/zrZAHO89XGk?t=2552) Paul Halmos (1985) I Want to be a Mathematician: An Automathography book Paul Hoffman (1998) The Man Who Loved Only Numbers about Paul Erdős book 1981 text adventure game for the Apple II by Sierra On-Line, “Softporn Adventure” (wiki) [@49:16](https://youtu.be/zrZAHO89XGk?t=2956) Douglas Engelbart The Mother of All Demos wikiJohn Markoff (2005) What the Dormouse Said: How the Sixties Counterculture Shaped the Personal Computer Industry book Katie Hafner and Matthew Lyon (1998) Where Wizards Stay Up Late book 1972 Computer Networks: The Heralds of Resource Sharing documentary ~26mins (wiki) included big names like Corbató, Licklider and Bob Kahn. Gordon Moore (1965) Cramming more components onto integrated circuits paper and Moore's Law wiki [@52:37](https://youtu.be/zrZAHO89XGk?t=3157) Physicists, mathematicians, number theory, proofs  Wiles's proof of Fermat's Last Theorem 1993 wiki Simon Singh (1997) Fermat's Last Theorem book Ronald Calinger (2015) Leonhard Euler: Mathematical Genius in the Enlightenment purports to be the first full-scale “comprehensive and authoritative” biography [@1:00:12](https://youtu.be/zrZAHO89XGk?t=3612) Robert X. Cringely (1992) Accidental Empires: How the Boys of Silicon Valley Make Their Millions, Battle Foreign Competition, and Still Can't Get a Date book Jerry Kaplan (1996) Startup: A Silicon Valley Adventure book Brian Kernighan (2019) UNIX: A History and a Memoir book [@1:03:03](https://youtu.be/zrZAHO89XGk?t=3783) Douglas Coupland (1995) Microserfs book Douglas Coupland (1991) Generation X: Tales for an Accelerated Culture book Fry's Electronics wiki [@1:06:49](https://youtu.be/zrZAHO89XGk?t=4009) Michael A. Hiltzik (1999) Dealers of Lightning: Xerox PARC and the Dawn of the Computer Age book Albert Cory (pen name for Bob Purvy) (2021) Inventing the Future bookXerox Star wiki [@1:11:20](https://youtu.be/zrZAHO89XGk?t=4280) Corporate espionage, VMWare and Parallels, Cadence v. Avanti wiki, Cisco and Huawei (article) If we got something wrong or missed something, please file a PR! Our next Twitter space will likely be on Monday at 5p Pacific Time; stay tuned to our Twitter feeds for details. We'd love to have you join us, as we always love to hear from new speakers!

Sidney Dekker says that accountability only works when people are given authority over their responsibilities. Real work is full of responsibility-authority mismatches.People are given task responsibilities with no purchasing authority over the equipment they use.People are given knowledge responsibilities with no authority over the training they receive.People are given workers to lead with no authority over the hiring or orientation process.We can effectively hold people accountable as long we give them the authority to make the needed decisions on what they are responsible for. Do we recognize these responsibility-authority mismatches in our everyday interactions?Do we talk about it out loud? Or is it just the unspoken truth we keep inside?Does management acknowledge these mismatches? Are they aware of them?Are we doing something about it?Some things we can work on, like training programs, purchasing authority and the hiring process. Some things we can't control, like the client's schedule. If we first gain awareness to these issues, we can focus on improving the system where possible. We can also use error reduction tools where we can't. That is the heart of human performance. Gaining awareness to system issues without judgement, recognizing the difference between systems we can control and imperfect circumstances we can minimize error within, talking the language out loud, and taking action.

Dr. Nicklas Dahlstrom has been the Human Factors Manager of Emirates since 2007. He also holds the position of Assistant Professor at the Lund University Aviation School (LUSA), in Sweden, where he worked as a Researcher and Instructor, having participated in several projects related to Safety and Human Factors, in aviation, maritime transport and health. He did his Phd under the supervision of Dr. Sidney Dekker and worked with him on research projects until taking up the position at Emirates. His aviation research has been about: mental workload, training and simulation. He has written research articles on Human Factors and CRM, having delivered lectures and trainings in more than 20 countries. Before beginning his academic career, Nicklas was an officer and meteorologist in the Swedish Air Force, where he also did flight training on twin-engined jet aircraft on the SAAB 105 model. He was also a pilot and meteorologist instructor at the Swedish F5 Fighter Pilot School. --- Send in a voice message: https://anchor.fm/teachingforfree/message

Special Thanks to Dave Proven and Forgeworks for this episode. It is 2021! Get Caught Trying to Make the World Better! Best Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives... Give this a listen. Thanks for listening and tell your friends.  See you on Audible...all my books are up on there.  One of them is read by a British dude - it is like a Harry Potter book!  Have a great day as well. 

Paul Casey: Get your priorities done near the beginning of your day. Research says that between 10:00 and 12:00 is typically the most creative time of the day for most people. Speaker 2: Raising the water level of leadership in the Tri-Cities of Eastern Washington, it's the Tri-Cities Influencer Podcast. Welcome to the TCI Podcast, where local leadership and self-leadership expert, Paul Casey, interviews local CEOs, entrepreneurs, and non-profit executives to hear how they lead themselves and their teams so we can all benefit from their wisdom and experience. Here's your host, Paul Casey, of Growing Forward Services, coaching and equipping individuals and teams to spark breakthrough success. Paul Casey: It's a great day to grow forward. Thanks for joining me for today's episode with Joe Estey. Joe is a performance improvement specialist at Lucas Engineering. And a funny thing about Joe is he got into video games at a later age. Joe, tell us about that. Joe Estey: Well, I was traveling on the road quite a bit to see clients out of the state, and my grandsons wanted to stay in touch with me and FaceTime wasn't cutting it. And so we wanted to do more interactive things, not just talk to each other. And so they convinced me, through a birthday present, to get an Xbox One. And then when I was in Oak Ridge, Tennessee, for the first time I logged online at the age of, well, I think I was going on 60 then, for the first time ever to play video games. So my experience wasn't Atari. It was mainly a pinball machines and bowling alleys. I had never, though my son had done it a lot, played video games. So I got a late start in life, but I will tell you I'm a threat when it comes to certain games. And here's what I found out I think is most interesting is by building connections with my grandkids, I started creating greater connections cognitively in my head about things I hadn't experienced. Paul Casey: Ooh. A win win. Joe Estey: I was a win-win, all the way around. Paul Casey: Well, we're going to dive in after checking in with our Tri-City influencer sponsor. It's easy to delay answering uncomfortable questions like what happens to my assets and my loved ones when I die? So it's no surprise that nearly 50% of Americans don't have a will and even fewer have an estate plan. Many disabled clients worry that they don't have enough assets to set up an estate plan, but there are important options available to ensure that you have a voice in your medical and financial decision-making. Even if your health takes a turn for the worst. Estate planning gives you a voice when your health deteriorates or after you're gone. Maren, Miller Bam, Attorney at Law, is currently providing free consultations. To find out more about estate planning or to book an appointment, call Maren at 206-485-4066 or visit Salus, that's S-A-L-U-S dash law dot com today. Paul Casey: Thank you for your support of leadership development in the Tri-Cities. So, Joe, so our Tri-City influencers can get to know you, take us through a couple of the career highlights that led you to where you are today. Joe Estey: Oh. Okay. Well, first of all, I've always been interested in training and seeing people improve. So even though I was a bus boy years ago at a local restaurant here in the Tri-Cities, I worked my way up in about eight months to the captain of the floor, which meant I was responsible for training waitstaff and bussers in the performance of their duties so they could maximize their tips. And so profit was the motive. The better they did at their job, the more they made. And so it didn't take a whole lot of convincing to teach them some tips about how to better perform at the table-side. And then from that, I became a flambeist, a sommelier. I spent some time in the culinary world. Met an individual who was starting a construction company to solely focus on restoring property after disasters. And since I had, as a flambeist, played` with fire by the table side, it made sense for me to try and put some of those fires out after they had occurred in people's homes. Joe Estey: And so then I stayed in that world for about three years and learned how to restore oil paintings, restore cars, restore grand pianos, absolve a variety of physical issues people had with their property after the disaster. And I met a gentleman who then put me on the track to human performance improvement years ago from Westinghouse Electric Corporation. We worked at a local radiological site where they were producing a material for reactors and for nuclear weapons at the time. And I began a journey on, not focusing so much on how to restore property that had been damaged, but how, as a manager, you can restore people back to wholeness after an error or after an event. And that's where I started pursuing really why things happen, the reason behind the why that we normally assume, meaning the obvious usually isn't the answer. We have to do a deeper dive into that. And so for the past, I'd say a three decades, I spent most of my time on human performance improvement, which is the reduction of events through the proper management of error. Paul Casey: Wow. The flambeist. Joe Estey: Yeah. That was a blast. Paul Casey: That's my new word for [crosstalk 00:05:24]. Joe Estey: A flambeist. Paul Casey: I love that. I also love that you're in the training field, even in your first jobs. So, I mean, and I've heard this before, too, that there were signs of your passion, even as a child or a youth. Jim, sounds like it's been a pattern for you all the way through. Joe Estey: Oh. I think so. I think I probably have two passions that drive every decision and action I make even today vocationally. And one is is that I'm fascinated with the way people learn. And secondly, I'm fascinated with the way things are made. And so I have yet to meet a person in a boring job though I've met many bored people in their jobs. Joe Estey: Unfortunately. And there isn't anything, I don't think, I haven't found fascinating about the most rudimentary work people do. I mean, there's always something behind the scenes that's fascinating about how they accomplish their tasks. And I think that's the real passion I have for understanding why people do the things they do when they do them. Paul Casey: That's so cool. And we met probably 10 years ago, I think, and that passion was evident then. It seems like the fire is still lit. Even today we got to go through a... You trained me in human performance improvement just a couple of years ago. And... Joe Estey: And you were a great student. Just want to put that out there. Paul Casey: Thank you. Add more tools to the tool belt. Right? Joe Estey: There you go. Paul Casey: So I can also, because we share that same love of developing people and trying to figure out what makes them tick and how we can get them to the next level. And I love that you're very niched in that there are accidents that happen, there are incidents that happen. How can we prevent those from happening again? Joe Estey: Yeah. I think, that's the real element. There are companies, and I think we live through those times right now, there are organizations that keep trying the same thing over and over and hoping for a different result. And it's not working. Paul Casey: It's call insanity. Joe Estey: Yeah. That's exactly right. And before it had a name, it was the way we managed things because we didn't know better. And so what happened is is we would think that by putting a plan in place that if it's failing is because people aren't working the plan. Well, it could be the plans is not a very good plan. You know? There's a saying that every system is perfectly designed to get you the results you're getting. If you don't like the results you're getting, you might want to look at your system and don't blame the people who are using it. Joe Estey: Because every system has a hole in it that requires the user to fill it. And so whether you're writing a great way of doing work in a procedure, or you're designing a great system in a control room, you left a hole somewhere, because you knew the answer when you were designing it. And people didn't even know what the question was when they're using it. And so there's always going to be a maze they're walking through. You saw the start and finish. They're just in the middle of the maze. And so when you have an event, it's easy after an accident to say, "Well. Here's what you should have been doing and could have been doing." That's because you started at the end of the maze. You already know the answer. What you need to do is put yourself into the shoes of the people doing the work at the time, and what made it locally rational for them to make the decisions they were making? Joe Estey: It's called the local rationality principle. It wasn't an error. Because if it was an error, they wouldn't be doing it. It had to make sense to them. Otherwise they would have stopped doing what they were doing. And so if you try to tell people what makes sense afterwards, that doesn't guarantee sense it's going to be made later in the future. So we try to help companies develop solutions for the real reason why things happen rather than the easier solutions that cause more problems. Paul Casey: The band-aids. Joe Estey: The band-aids. Band-aids that you can't... And you'll never know what the real problem is. Paul Casey: Yep. Yep. Good stuff. Good stuff. So I know you had your own business for a while and because we're friends and you jumped to this opportunity to be at Lucas. And so you were at a crossroads at some point, and you decided to make that jump. So maybe you could share a little bit about making that jump, but also our listeners, when they're at a crossroads of a big decision, career decision usually, what counsel would you give them? But start with your decision. Joe Estey: Oh. I appreciate the question. Actually for almost two decades, I ran my own consultancy and training and that meant that I was on the road and I was doing all the work. I was direct marketing. I was lining up the next contract. I was managing things and I was spending, three days a year with CPAs to manage my money and figure out how much I'm going to pay in debt. And that's not what I got into the business for. So I realized, probably after 19 years of doing that, I loved my vocation and calling. I didn't like the administration behind it. There was no drive in me to really go out and look for the new contract. There was no drive in me to manage my income, manage my finances, manage the way money is spent and invested. People are better at that than me. Joe Estey: And it takes a while for a person to say, you may be a business owner, but you are not good at anything, but what you do. And what you do is the good or service you offer. But the business behind the business is equally important, the enterprise. Well, I wasn't managing the enterprise and I realize that it. It wasn't bad. I never had a bad year. I always had great years. And every year was better than the last one. But I knew that I was being weighed down by the business rather than being in love with the vocation. And so I met a guy named Ken Lucas who had a similar consultancy, wider in scope, deeper in nature, and we teamed together on a couple of projects and he said he would carry the freight. If I carry the weight of the work. Meaning, he would basically broker my work with the people that needed it while he attended to the administrative things, and his staff. Paul Casey: Sweet. Joe Estey: It has been a sweet marriage. It really has been. It's been ideal. Paul Casey: Right because as a business owner, you have to work on the business, which was sucking the life out of you and you just wanted to stay in the business. And so you found a great marriage of those two things. Joe Estey: And I think one thing that I didn't see an unintended positive consequence was he helped push me without being too pushy towards setting new goals. You know, I was pretty satisfied with the level of income I was getting. A year would go by and I'd look back and say, "It could have been better, but it certainly wasn't bad." And I think there's a comfort level people rest at. If you're a student and you're happy with a B, you may not try to get an A, and I was a B student and I may have been a C student, but I was pretty satisfied with it. There was no prompting to do better because I was pretty comfortable. But now that you have this team are trying to support, you have to also do well for them and see, and it took the focus off of just doing well for me and my family to doing well for them and their family, which changed our whole relationship. Paul Casey: So if a listener is at that crossroads, maybe one of the crossroads is when you realize you're just sort of coasting. You need to be stretched. That might be a reason to jump to something new that's going to stretch you. Are there any other tips that you'd give? Joe Estey: No. That's an excellent one. And I would say some people, there's an old saying of boys, remember very early in my life, and when I remember it, I tried to reflect on how to get out of it. And that is the certainty of misery for a lot of folks is better than the misery of uncertainty. Paul Casey: The devil you know is better than the one you don't...] What is it? Joe Estey: So right now it may not be great, but you're too afraid to take a leap because it may be worse. Well, the truth is it may be better. I'm a firm believer that risk always carries with it greater rewards, but also a greater opportunities to fail. But if you don't have that, your foot is on the brake the entire time, because you're afraid of making a mistake so you don't take your foot off the brake and therefore you're not going anywhere. There's a reason why there's a gas pedal. And if you're all gas and no brake, you're in trouble. And if you're all brake and no gas, you're in trouble. And so I think through life, we kind of navigate through the brakes and gas pedals and to try and figure out how to get somewhere positively. Paul Casey: Boy, that's so good. My wife and I are watching The Amazing Race. We've gone back to the original. So I think e've hit season 11 now. Joe Estey: It's a binge season. Paul Casey: They're racing. They're on a boat somewhere in like Vietnam or somewhere. And they're like, wait, we picked the worst boat because the other boats are passing them. All of a sudden you see the boat master pull up the anchor. Having the foot on the brake pedal is not going to get you a success. Joe Estey: No. You can't. And I think you have to take... And you don't want to be all gas no brake, which means you want to take measured calculable steps. And you know, you've always got to have that plan and I know you preach and profess that a great deal and practice it, but you want things to be deliberate in nature. You want intention too behind every action. Paul Casey: Yes. Yes. Well, Joe, leaders have to keep growing or else they become irrelevant. So how have you matured as a leader in recent years in your craft? Joe Estey: You know, I think probably the greatest lesson I have learned through practice in the field and observations in different industries is most leaders get what's wrong wrong. They see something and they believe it's a matter of attitude and behavior driven by motivation in their folks, rather than a lack of ability and confidence. We're going into a time of change now where it's just the turning of the new year. We're in 2021. As a result, we're going to put new policies in place, new procedures in place, new practices in place. And people will unfortunately say, "Well, you know, people are bound to resist change. And so we have to do something to motivate them towards it." It's usually not a lack of motivation that's the issue. Right now people are very confident and competent in what they're doing. They've been doing what they've been doing for a long time. Joe Estey: When you start talking about changing any element of their work, you are shaking their confidence and their competency. It isn't that they don't want to change and improve because human beings are born to improve. We were born to learn. We were born to be different than we are today. We are not resistors of change. We're resistors of change in the things we no longer care about. Now see we don't want to put effort into something we don't see a benefit returned. And if we have a hobby, we get better at it by changing. You have a business, you get better at it by changing because the word change actually just means improvement. We were born to change. However, when you see somebody resist it, it may not be a lack of motivation. It's usually based on a lack of ability. They know how to do what they're doing now. Give them greater ability to do it, and motivation will take care of itself. Paul Casey: And you would try to have managers who are running into some resistance with their people try to sort that out. Isn't motivation [crosstalk 00:16:12]. Joe Estey: Exactly. That's the number one question you have to ask, is this really a motivational issue? And I'm going to tell you right now research shows it usually isn't. The real issue is it's a lack of ability or changing capability. You did something to their process that they were comfortable with. You implemented a checklist, changed the way you answer the phone, changed the way you handle money, whatever that is, well, they were competent, which meant they were confident. And now you're shaking up their competency, which is bound to affect their confidence. So naturally they're going to resist it until you make them more able to do it. Paul Casey: Yeah. Raises their anxiety. Yeah. Joe Estey: Oh. Yeah. Paul Casey: This tool that I share at my change seminar, the change puzzle and the six elements that you have to have in order to have change. And one of them is, if you don't feel like you can do it, you see what the outcome is. It's anxiety [crosstalk 00:17:00] Joe Estey: There you go. Paul Casey: ... people on the ground. So you've got to then pour into training or hold their hand for a little bit. [crosstalk 00:17:07] Joe Estey: That's a huge lesson and you hit it right on the head, Paul. Because if you think about all the seminars and workshops that managers take to learn how to motivate their people when things are changing or they're dealing with difficult times, it's not a motivational issue. They are motivated. They got out of bed. They put on their shoes. They went to work. They somehow were motivated. They just may not have been as able as they needed to be. Paul Casey: Good stuff. Well, before we head into our next question on Joe and his to-do list, let's shout out to our sponsor. Located in the Parkway, you'll find motivation, new friends, and your new coworking space at Fuse. Whether you're a student, just starting out, or a seasoned professional, come discover all the reasons to love co-working at Fuse. Come co-work at Fuse for free on Fridays in February. Enjoy free coffee or tea, wifi, printing, conference rooms, and more, and bring a friend. Fuse is where individuals and small teams come together in a thoughtfully designed resource rich environment to get work done and grow their ideas. Comprised of professionals from varying disciplines and backgrounds, fuse is built for hardworking, fun loving humans. Learn more about us st Fuse S-P-C dot com or stop by 723 The Park Way in Richland, Washington. Paul Casey: So, Joe, most of our to-do lists are greater than the time we have to do them. So how do you triage your own tasks? How do you focus on what's most important? Joe Estey: Yeah. That, once again, a great question. I think, the first list that Jerry Korum from Korum Motors over on the west side of the state taught me was that a to-do list is a list of priorities, but a never to-do list is a list of values. And you got to have a never do this list first. And so for me, the list I look at and reflect every end of the year going into the first year are the things I will not do that year. Joe Estey: The commitments I will make not to fall into some kind of temptation to wander down a path where it would be easier to say yes right now than to say no, but the no is going to reap greater rewards. So that kind of drives my to-do list. And Jerry Korum said that when he started his car dealership, he didn't like a single thing car salesman did, hated every one of them. And so he took a piece of paper and he said, "I'm going to list everything I don't want to do when I'm a car salesman." And his dad, Mel Korum, who ran the dealership really encouraged him to get into the business, but Jerry wanted nothing to do with it. And he created that I will never do this list. And that's the one that meant the most to him throughout the years. So for me, that's the one that drives my to-do list are the things I avoid. Paul Casey: Wow. That's so good. It reminds me like being at the beach and you've got the little sifter and you put the sand through it and there's some rocks and other things that get caught. That's the not to do list [crosstalk 00:20:00]. Joe Estey: Oh. That's a good one. Paul Casey: ... all the things that slip through are what we want to build the sand castle with. Joe Estey: Oh. That is a good analogy. I like that. That's right. And I think if you don't have your, I'll never do this list, no matter what you put on your to-do list, it may get circumvented along the way. Paul Casey: Sure. Sure. Especially if you're a yes person and a lot of us are yes persons. I'm a recovering yes person myself. You know, would you do this? You're so good at this. Or, well, that's another opportunity, your eyes get really wide, and then you say yes, and you're thinking, "Oh. That doesn't go with my values. Or why am I being resentful?" Joe Estey: Exactly. Well, I think to bolt onto that, Jerry said his greatest example is that was one of the things he put on his list years ago as a business owner was he would never get a line of credit against any car on his parking lot. Because he always wanted to be able to help a single mom out who showed up with two kids in the rain to get a car that would just get her to work. And he didn't want that paper owned by a bank to determine how much he could sell it for. Joe Estey: He wanted complete freedom and making those financial decisions. Now he started that over four decades ago and he practiced that every day. And when somebody would come in and say, "You know, Jerry, you could go twice as fast if you just get a loan on your vehicles." And he would say, "I have a not to-do list. And I may not be as big as I could be. I may not take the risk to get the rewards, but I'll be guaranteed the rewards that I'm taking or that I'm receiving because of the things I may not to do list." And to this day he is credit free and cash rich. Paul Casey: Wow. That's value centered leadership right there. Well, you probably believe, like I do, that Leadership is relationships. So, Joe, you're one of the best. I've been to your seminars and you're really great at connecting with an audience. You're great at developing relationships between the speaking gigs, the training gigs. How do you intentionally develop relationships? Joe Estey: Oh. I think be interested in people. I mean really. Again, I said it earlier, I am driven by a passion to understand how people do the work they do. There isn't anything they do that I already know before I watch them. So that they're kind of like a work of art in progress when I see them doing their work. I don't understand why they make the choices they make, take the actions they take, but they do. And so I am... I think most leaders are more interested in ensuring that people find them interesting, as Jim Collins once said. Joe Estey: And they spend a lot of time when they meet the new people in their organization, or they walk around the facility, or go out to see what folks are doing talking about their philosophy and what they're into and how they got to where they're at. And most people, to be honest with you, aren't interested. They want to know that the leader is interested in them before they ever find the leader interesting to them. And so when somebody walks into a classroom or somebody walks into an office or a maintenance shop where I'm doing an observation, I want to know that person. Because they have something in their head that I don't know. And I can't learn it unless they're willing to share it. Paul Casey: So good. Be having a curious posture and wanting to be interested, not interesting. Joe Estey: Oh yeah. Paul Casey: That's a really good takeaway. Well, self-care is also essential for mental health and top performance, especially now in the land of COVID. So what recharges your batteries, or maybe there are some things you don't practice what you preach. You also would tell other people, especially our listeners, what do you got to do for self care? Joe Estey: I think, first of all, you have to have a routine, but you also have to be spontaneous. My wife has taught me that. I've been married to the same gal I met back in high school. We graduated a year after she would've graduated, and I mean, we got married a year after she would've graduated and I was 20 years old with a first kid. And that teaches you a lot about having to be entertaining and how to entertain yourself. And so we've been married 43 years now. And I find out that her desire to have things planned along with my desire to be spontaneous are not mutually exclusive. That she can have all the structure she needs and I can have all the spontaneity I need as long as we do it together, because then we enjoy each other's company. Joe Estey: And I also spend at least an hour a day reading. So I read about four books a month to five books a month. And I have, since I was about 22 years of age, and it was a habit I developed early on and I have an insatiable desire to read, and that was cultivated, not through school, but through just being, as you said earlier, curious and interested in the world around me. And so I think that usually helps me stay connected. And then those moments of spontaneity of just doing things off the cuff keep me more interested in other things I don't know about yet. Paul Casey: Wow. So four books a month times 12 times 40 years... Joe Estey: Well, if you go to my website at Lucas O-P-T dot com, you'll see a resource library list. Paul Casey: I love that list. Joe Estey: Oh. Yeah. Was about 42 pages long, and those books are not books I heard about. Those are books that I've read. And they wouldn't be on that list if I didn't believe they had a good wealth of knowledge. Paul Casey: ... takeaway value to it Joe Estey: Yeah. Paul Casey: What a golden... People ask me all the time. What books do you recommend? Your list is probably the primo, top of the line list because it's 42 pages and you've got them in categories and you've got a little summary, what you're going to get out of this book. So we'll put that in the show notes for others so they can link to that. Joe Estey: I appreciate that. Paul Casey: Good stuff. But you know, I got to take that quick, a quick exit ramp with you. So give me the top books. Give me a few of them that you're just like all potential leaders or current leaders, you got to read these three or four. Joe Estey: Okay. Well, first every book you've written. You have to say that right now, because one of them they're digestible. Paul Casey: Here's five dollars. Joe Estey: The truth is they're digestible. You've taken, kind of like a Covey and others do it, you've taken a principle and tied some practices to it. And if you have problems with priority management or, you know, how to resolve conflict and your [inaudible 00:26:16] isn't that topic, you don't have to fish through 300 pages to figure it out. You can get right there [crosstalk 00:26:20]. Paul Casey: ... and it could [crosstalk 00:26:21]. Joe Estey: ... a lot smaller, a lot easier. But I would say, there are so many that are coming out. I think if you are into problem solving and understanding the nature of your problems, a great one by Dan Heath of the famous Heath brothers who wrote Made to Stick and Switch How to Change Things When Change is Hard. Dan's own book, Upstream How to Solve Problems Before You Even Have Them, a terrific book on how business leaders need to fix things upstream so people downstream don't have problems. It's where you fix the problem that determines if you're going to have problems. Joe Estey: Another one is Leaders Eat Last by Simon Sinek. And I think, from a neurological perspective he gives you the scientific chemistry reasons why people do what they do, but it's tied to some great analogies in the book, and stories about leaders really understanding what their role is in empathy and in perspective, understanding why people do the things they do. For my own vocational background, I mean, one of the best books, and it's going to be the most boring sounding book you've ever heard in your life. Joe Estey: But it's 110 year historical reflection on why we treat workers the way we treat them today, and it's called The Foundation of Safety Science by Sidney Dekker. Now nobody's going to pick that up at Barnes and Noble, Foundations of safety science. It does not sound exciting, but it is an exciting walk through about the way we treated people in 1910, which led to the way we treated them in 1930, and it's not so much about safety. It's more about work management. You know, why do we treat people the way we treat them? Why do we believe quote unquote they are as dumb as they are when we count on them at times being as brilliant as they could be. You can't treat people like a cook and then expect them to be chefs. If you want a chef, you better treat them like a chef and you better tell them that the day they walk in. So those are just three of them. Paul Casey: Yeah. Those are good. Those are good. Upstream, Leaders Eat Last, and that long title one. Joe Estey: Oh. The Foundation of Safety Science by Sidney Dekker. Terrific book. Paul Casey: Good stuff. Well, what's your process for continuous improvement in organization? So if you are a consultant for an organization and they said, "Joe, we really want to have a culture of continuous improvement." What kind of processes would you lead them through to just say we want this as part of our culture. Joe Estey: That's a great one. Number one, figure out where your problems are. Don't waste time solving problems you don't have, and there are a lot of companies who do. They have an inkling or an itch to fix a problem because they have a solution in their back pocket. It's the newest webinar they went to or the newest seminar they went to. And so they'll bring in things like Lean, Agile, Scrum. You don't have any of those problems. And so what you want to do is spend some time doing two things, analyzing the characteristics of the issues you're actually dealing with, and I mean, the characteristics, not the number of them, like the number of times, you didn't finish a job, number of dissatisfied customers. You want to analyze the cause behind those and then analyze what you've done to correct those problems. And what you'll find out is the majority of time your view of human error is an error because you believe people are choosing to make mistakes. No one chooses to make a mistake. Joe Estey: Errors are unintentional by definition. Telling somebody what they should have done after they did it is not going to keep them from doing it the next time around because there was a reason they did it this time. So the very nature of error is that it's involuntary. They couldn't keep from making a mistake. If they could and they decided otherwise, they call that a violation. Knowing you were doing something wrong, and knowing it was wrong to do is not the same as making an honest mistake. So a lot of the actions businesses put in place to reduce the likelihood of error later on, aren't going to work because they're usually motivational in nature. We'll tell them to be more aware. We'll tell them stories about the last time somebody did it and how they should avoid it. We'll do apology tours with employees, stand up, and tell everybody what you did wrong, and how you regret it now. Joe Estey: And none of that works and yet businesses keep using it. So I would study, what are your real issues? What are the corrective actions you have historically put in place? Which of those really viewed error as involuntary or carried the misconception that it was a matter of choice when it wasn't. And so what kinds of things can you put in place to reduce the opportunity for error? You see in every event there are two things present, the opportunity and the action. You either want to eliminate the action and leave the opportunity in place, or get rid of the opportunity. And you don't have to worry about somebody's action. And. that's the way I would advise businesses to conduct their business. Paul Casey: That's good. Take the eclair out of the refrigerator if you're trying to lose weight. Joe Estey: There you go. That's exactly right. Eliminate the queues, and then you don't have to worry about the response. Paul Casey: Love it. Well, Joe, finally, what advice would you give to new leaders just emerging in their organization or anyone who wants to keep growing and gaining more influence? Joe Estey: Again, great question. First of all, and this has come to me very late in life, and I wish I would have had it earlier in life because it would have served me well. And that is be curious and interested in the way you're doing business and examine it on a regular basis. Don't rely on the results and outcomes to convince you that you're doing well. It could be a matter of luck. And when crisis shows up, it probably shows you that you weren't as quote unquote lucky as you thought. So be curious and interested in the way we get things done and never allow consequence to be your guide. You see, too many businesses allow consequences to be their teacher. Well, when consequence is your teacher it's too late to get the lesson. Now if you go out there every day and you talk to people about what they're doing and how it's going and what's happening, and you realize, man, we had put some things in place that just don't make sense. Joe Estey: You know, there's one consultant who in Europe ask people in organizations what's the craziest thing this company asks you to do on a regular basis? And they always think that he's a shill for company, so they don't answer. But when he gains their trust, they'll say the way we fill out our time cards or the way we have to do this before we do that makes no sense to anybody, but the guy who came up with it. And so they eliminate that. And they eliminate it before they have a consequence. So that's the goal. Be consequence free by being curious. Paul Casey: Good stuff. Well, Joe, how can our listeners best connect with you? Joe Estey: Well, the best way is always through email at... I'm sure you'll put that on the site. I know you. But J-S-D at Lucas Inc dot com or go into the website at Lucas O-P-T, that's for organizational performance teams, dot com and then get a hold of me there. I'm always glad to talk to new people. Paul Casey: Well, thanks again for all you do to make the Tri-Cities a great place and keep leading well. Joe Estey: Oh. I appreciate it, Paul. You too. Appreciate it. Paul Casey: Let me wrap up our podcast today with a leadership resource to recommend. We talked a lot about books today with Joe, and if you just want the cliff notes version of some great books out there, I would encourage you to go to blinkist dot com B-L-I-N-K-I-S-T blinkist.com. They have a free trial. What it does is it curates the big thoughts of the personal growth and leadership books so that you get some quick takeaways without reading the whole book. So if you say like I'm too busy to read. You're not too busy to read these little summaries on blinkist.com. Paul Casey: Again, this is Paul Casey. I want to thank my guest, Joe Estey from Lucas Engineering for being here today on the Tri-City Influencer Podcast. And we want to thank our TCI sponsor and invite you to support them. We appreciate you making this possible so that we can collaborate to help inspire leaders in our community. Finally, one more leadership tidbit for the road to help you make a difference in your circle of influence. So best marketing for any of us is to always get better. Never stop improving. Until next time, [inaudible 00:34:40] throw it forward. Speaker 2: Thank you to our listeners for tuning into today's show. Paul Casey is on a mission to add value to leaders by providing practical tools and strategies that reduce stress in their lives and on their teams so that they can enjoy life and leadership and experience their key desired results. If you'd like more help from Paul in your leadership development, connect with him at growing forward at Paul Casey dot org for a consultation that can help you move past your current challenges and create a strategy for growing your life or your team forward. Paul would also like to help you restore your sanity to your crazy schedule and getting your priorities done everyday by offering you his free control my calendar checklist. Go to W-W dot take back my calendar dot com for that productivity tool or open a text message to seven two zero zero zero and type the word growing. Paul Casey: Tri-Cities influencer podcast was recorded at Fuse SPC by Bill Wagner of Safe Strategies.

In this installment, we cover more chapters from Sidney Dekker's book about just culture. Last week we covered the core ideas of just culture. This week, we go over retributive and restorative culture and the impetus behind rule-breaking. Topics:The problem with rewarding good behavior.How a retributive system functions.The standard for risk assessment.How restorative culture functions.Why sharing experiences is key.What is expected under a solid restorative justice system.Understanding rule-breakers.How the book fails to properly dissect rule-breaking.Practical takeaways. Quotes:“If our purpose is to make a better workplace, then we need a system that for most people, most of the time, it's doing a good job.”“When we talk about safety, we're not talking about elements of a typical criminal offense; we're talking about things that in the criminal courts would be talking about negligence. Which is all about meeting acceptable standards.”“Sidney emphasizes a lot the importance of all stakeholders to share their stories with each other.” Resources:Just CultureFeedback@safetyofwork.com

For the next few weeks, we are going to cover ‘just culture' and focus mainly on Sidney Dekker's book of the same name.The laws currently on the books encourage businesses to focus on liability instead of actual safety. By focusing on culpability for an accident, this is a way for businesses to get out of compensating the worker for injury. This is just some of what we will discuss today. Topics:Safety theory vs. safety practice.Safety culture and the Swiss Cheese Model.Updates in the third edition.The definition of just culture.To whom you apply the process and why it's important.Listening and actually hearing.Systemic and individual action.Can an individual be too much of a danger?Preventing unnecessary blame.What to expect from this series of episodes.Practical takeaways. Quotes:“We both know that Dekker a bit of a problem...a bit of a habit of being pretty harsh about how he characterizes some of the older safety practices.”“The ability of people to tell their stories and have those stories heard by all the other stakeholders, is a key part of restorative justice.”“We're all in the same boat, we're all, after that accident, have an individual responsibility to stop this happening again by making the system better.” Resources:Just CultureFeedback@safetyofwork.com

Sam's Book: Safety Sucks! www.safetysucks.net www.PaleHorseMedia.Co studios! Sam's Book: Obscured www.obscuredbook.com We are brought you by safety...BETTER! enthusiasts just like YOU - check us out on Patreon https://lnkd.in/eUmQdUh www.hopuniversity.org www.thehopnerd.com palehorsemediaco.com www.linkedin.com/in/samuel-goodman-03a95391 Call or Text The HOP Nerd - (480) 877-0155 Ask Sam a question or send him a message at thehopnerd@gmail.com - check out www.thehopnerd.com, find Sam on linkedin, instagram, Facebook @thehopnerd, and check out his twitter at thehopnerd1 - thanks for listening in!

Sidney Dekker's Safety Differently principles cause a stir when they arrived, calling for a halting or pushing back on the bureaucratisation and compliance of work. The movement sees people not as a problem to control, but as a resource to harness. But exactly how do organisations begin to implement such a groundbreaking methodology? In this week's show, Colin discusses the practical applications of Safety Differently with Josh Bryant, the general manager of Mitchell Services. KEY TAKEAWAYS Procedurals should be the first thing to be examined through the lens of Safety Difference. Following this, the language we use needs to change. People should not be seen as the problem, but the answer to any problem. Incident communication always changes in the wake of an accident. People fear reporting incidents due to the fact that procedures and practices alter irrevocably afterwards. This encourages reluctance. We must spend time with our teams in order to see what they go through, and to truly understand the frustrations they encounter daily. It is not enough to simply ask for feedback. We must investigate in a comprehensive way. Far too often, we only examine the aftermath of a negative issue. We should also investigate the reasons why things go well. As a business, we will benefit immeasurably by learning about positives, and sharing the insights across the organisation. BEST MOMENTS ‘As a leadership team we thought “How do we Safety Difference the sh*t out of this?”' ‘Instead of people being the problem, people should be the solution' ‘People have some amazing ideas' ‘You need to take on board that your business isn't perfect' VALUABLE RESOURCES The Interesting Health & Safety Podcast - https://podcasts.apple.com/vn/podcast/the-interesting-health-safety-podcast/id1467771449   Josh Bryant LinkedIn - https://www.linkedin.com/in/joshbryant1/?originalSubdomain=au ABOUT THE HOST Colin Nottage ‘Making health and safety as important as everything else we do.' This is the belief that Colin is passionate about and through his consultancy Influential Management Group (IMG) is able to spread into industry. Colin works at a strategic level with company owners and board members. He helps business leaders establish and achieve their health and safety ambitions. He has developed a number of leading competency improvement programmes that are delivered across industry and his strengths are his ability to take a practical approach to problem-solving and being able to liaise at all levels within an organisation. Colin also runs a company that vets contractors online and a network that develops and support H&S consultancies to become better businesses. Colin chairs the Construction Dust Partnership, an industry collaboration directly involving many organisations, including the Health and Safety Executive. He is a Post Graduate Tutor at Strathclyde University and a highly sought-after health and safety speaker and trainer. He has a Post Graduate Certificate in Safety and Risk management, an engineering degree and is a Chartered Member of the Institution of Occupational Safety and Health (IOSH). See omnystudio.com/listener for privacy information.

Shame and guilt are common emotions faced by health care providers when dealing with a malpractice lawsuit. These struggles intensify when physicians hear phrases such as “don’t talk to anyone about this” from their lawyers, leading them to feel isolated, depressed, or anxious. Today’s guest discovered an unusual way of combatting some of these stressful emotions: reading. In this episode of Prosperous Doc, our host Shane Tenny is joined by Dr. Stacia Dearmin, a pediatric physician who faced an unfortunate patient outcome. In 2012, Dr. Dearmin checked on a young woman in the emergency department and, after her examination, concluded the best course of action was to send her home to finish recovering. The next day Dr. Dearmin found out the young woman had been admitted to the ICU. The young woman had suffered a cardiac arrest and stopped breathing; Dr. Dearmin knew the potential outcomes for this patient were grim. She was devastated, “I began to question what, if any responsibility I had for her death. I began to question my competence as a physician. I felt ashamed, I felt guilty, I grieved her death, I grieved my own sense of myself as a competent physician, and really struggled with these difficult feelings for much longer than I think I might have anticipated. I really didn't know how to understand the experience I was going through.” (5:32) A year later, Dr. Dearmin herself, was facing medical malpractice litigation. While the verdict was unanimously in her favor, prevailing in the lawsuit did little to ease the stress of the ordeal. “I felt critical of myself that I wasn't shaking it off, and that caused me to question even further, ‘do I belong in this profession?’ I see now that all that emotion is actually very closely tied to how seriously we take our work.” (10:39) During her struggle, Dr. Dearmin found comfort in the essay To Err is Human (https://www.thrivephysician.com/blog/2018/4/19/albert-wu-and-me-on-becoming-a-second-victim), by Dr. Albert Wu. Dr. Wu “identifies the victim as a physician or other healer who has injured themselves when something bad happens or nearly happens to a patient and that physician has made or fears that they've made a mistake.” This essay was powerful for Dr. Dearmin because it described the emotional experience she was having. She discovered she was not alone. “Oh, that's me. I'm not weak. I'm not badly suited to medicine. I'm reflective, and we don't want the reflective people to all abandon medicine." (11:19) The works of authors Brené Brown and Sidney Dekker also provided Dr. Dearmin a sense of peace. In their books she found words that allowed her to name her experience. “[I]t is powerful to have a vocabulary for these experiences because if I'm able to name my experience, just like Dr. Wu was able to name my experience, you realize, ‘oh, I'm not so alone in this. This is actually commonplace.” (17:02) Financial Wellness TipThis episode’s Financial Wellness Tip focuses on physicians’ and dentists’ desire to purchase homes after finishing school. Will Koster, CFP®, recommends three often under-discussed factors when buying a house, before making a hasty purchase: Hidden costs. The maintenance on a house can be sneaky expensive. Paying 6% of the sales price for a realtor to help you sell your house can often be a wise investment in order to save time, hassle, and to get you a higher price for your home. Lack of diversification. Oftentimes when a young person buys a house, it immediately becomes the overwhelming majority of their assets. (19:55) For more information on Dr. Stacia Dearmin or to view her resources and support for physicians facing malpractice litigation, visit thrivephysician.com (https://www.thrivephysician.com/) If you enjoyed this episode of Prosperous Doc, you might also like Finding Freedom and Balance as a Locum Tenens Doc, with Dr. Nii Darko (https://www.sdtplanning.com/podcasts/finding-freedom-and-balance-as-a-locum-tenens-doc) Prosperous...

John Green, who has worked closely with the likes of Sidney Dekker on bringing the Safety Differently approach into prominence, and is currently working with SNC-Lavalin as their Global Vice President in HSE. John joins Colin today to discuss the importance of empathy when making change, why we must listen to previously unheard voices while doing so, and why trust may be the component that can make all the difference. KEY TAKEAWAYS Most organisations, particularly those in construction, are rather more traditional in their views on health and safety. But this has led to a dissatisfaction in the sector, as the direction seems to be missing. We need to employ empathy when hoping to effect change when it comes to safety. Many companies have spent years developing and nurturing their own forms of safety. To disregard these careful measures only creates hostility from the get go. We first must ensure that the vision and values we seek to grow are present in our organisations. If we couple this purpose with trust in our workforce, then we engender natural interest in safety. It's so easy to become complacent, but we must actively seek to challenge the status quo. Safety should not be a box-ticking exercise. We must seek out the complacent and challenge it to be better. BEST MOMENTS ‘Many think that safety is stale' ‘You need to be empathetic and careful about how you go about changing organisations' 'If you've got trust in your organisation you can deal with these things as the potential grows' ‘Embrace the red - challenge the green' VALUABLE RESOURCES The Interesting Health & Safety Podcast - https://podcasts.apple.com/vn/podcast/the-interesting-health-safety-podcast/id1467771449   ABOUT THE HOST Colin Nottage ‘Making health and safety as important as everything else we do.' This is the belief that Colin is passionate about and through his consultancy Influential Management Group (IMG) is able to spread into industry. Colin works at a strategic level with company owners and board members. He helps business leaders establish and achieve their health and safety ambitions. He has developed a number of leading competency improvement programmes that are delivered across industry and his strengths are his ability to take a practical approach to problem-solving and being able to liaise at all levels within an organisation. Colin also runs a company that vets contractors online and a network that develops and support H&S consultancies to become better businesses. Colin chairs the Construction Dust Partnership, an industry collaboration directly involving many organisations, including the Health and Safety Executive. He is a Post Graduate Tutor at Strathclyde University and a highly sought-after health and safety speaker and trainer. He has a Post Graduate Certificate in Safety and Risk management, an engineering degree and is a Chartered Member of the Institution of Occupational Safety and Health (IOSH).   See omnystudio.com/listener for privacy information.

Grote dag vandaag! Aflevering 30 al ondertussen! Vandaag krijgen we Sidney Dekker op de podcast! Dekker is wat mijn persoonlijke held, hij is een academicus die graag heilige huisjes omver trapt, vliegt met een boeing 737 en het science innovation lab runt bij Griffith University in Australië. Dekker schrijft zo wat jaarlijks een boek en het boek "Safety, differently" heeft mijn blik op veiligheid helemaal veranderd. Ik hoop dat hij zo'n inspiratie is voor jullie als voor mij! Sidney raadt het boek van Tom Wolfe - the right stuff (link) (#ISBN 9781784873714) aan. Het boek gaat over de Mercury 7, de eerste 7 astronauten in de ruimte en de complexe strijd met de USSR over wie het eerst in de ruimte zou zijn. Het stelt de vraag wie er in hemelsnaam op een bom vol waterstof gaat zitten om enkel te wachten tot de lont wordt aangestoken. Vertel het door aan je collega's en vrienden, abonneer je, blijf nieuwsgierig, stel alles in vraag en tot de volgende podcast! #preventie #preventiepodcast #safetymonkeys #safeydifferently #hop #humanperformance #systemsafety #ongevalsonderzoek #learningculture #learningteams

In this week's interview John Green Vice President Global HSE for SNC Lavalin takes us through his incredible career journey, from his early career in Scotland, through some pioneering work in the Middle East that helped to form Middle Eastern Health and Safety legislation, working for Laing O'Rourke in both Europe and Australia and his most recent role with SNC Lavalin. John was credited with bringing Safety Differently to Europe after an invite from an old colleague (Sidney Dekker) to a meeting that formed a movement that became a global shift in occupational safety and health management. I hope you all enjoy!

Today on The Jay Allen Show, we speak with Sidney Dekker. Sidney Dekker is Professor and Director of the Safety Science Innovation Lab at Griffith University in Brisbane, Australia, and Professor at the Faculty of Aerospace Engineering at Delft University in the Netherlands. Sidney has lived and worked in seven countries across four continents and won worldwide acclaim for his groundbreaking work in human factors and safety.  Enjoy our limited commercial episode today, with Sidney Dekker on The Jay Allen Show If you are interested in our HOP 101 Virtual Class go to SafetyFM.IO

In this podcast, Nora Jones, Co-Founder and CEO at Jeli and co-author of O’Reilly’s “Chaos Engineering: System Resiliency in Practice”, sat down with InfoQ podcast co-host Daniel Bryant. Topics discussed included: chaos engineering and resilience engineering, planning and running effective chaos experiments, and learning from incidents. Why listen to this podcast: - The chaos engineering and resilience engineering fields, although inextricably linked, are often incorrectly conflated. Resilience engineering is focused on “identifying and then enhancing the positive capabilities of people in organizations that allow them to adapt effectively and safely under varying circumstances.” - The UX of internal or engineering-focused tooling, such as chaos experimentation tooling, is extremely important. However, engineers that create these tools often overlook the value of UX, or don’t have the relevant skills in user design research to undertake this. - We all work in socio-technical systems. It is important to take the time to understand both aspects. Developing empathy and working alongside teams that you are trying to influence is essential. It is extremely important to continually work to build correct “mental models” of a system. - The before and after of running a chaos experiment is as important as running the experiment itself. However, the aspects of planning, creating effective hypotheses, and analysing and disseminating the results are often under-resourced. - Incident analysis can be a catalyst to help you understand more about your system. The Learning from Incidents website, alongside books such as Sidney Dekker’s The Field Guide to Understanding Human Error and Scott Snook’s Friendly Fire, can provide excellent background information to these topics. More on this: Quick scan our curated show notes on InfoQ https://bit.ly/2C4R6xL 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 Check the landing page on InfoQ: https://bit.ly/2C4R6xL

In this podcast, Colin has been reflecting on interviews and books by Sidney Dekker; more specifically his take on Incidents. “ An incident is an investment that you've already made” So if you've already made the investment, reclaim your asset and get the most out of what you've already done. To get the learning, it is not about ‘pointing the finger' and finding blame; dismissing the individual who may be responsible is also dismissing any chances to learn the most from the incident after the fact.   It's important to think about what they were thinking and doing, how did we get to the situation and avoiding viewing with hindsight. ABOUT THE HOST Colin Nottage ‘Making health and safety as important as everything else we do.' This is the belief that Colin is passionate about and through his consultancy Influential Management Group (IMG) is able to spread into industry. Colin works at a strategic level with company owners and board members. He helps business leaders establish and achieve their health and safety ambitions. He has developed a number of leading competency improvement programmes that are delivered across industry and his strengths are his ability to take a practical approach to problem-solving and being able to liaise at all levels within an organisation. Colin also runs a company that vets contractors online and a network that develops and support H&S consultancies to become better businesses. Colin chairs the Construction Dust Partnership, an industry collaboration directly involving many organisations, including the Health and Safety Executive. He is a Post Graduate Tutor at Strathclyde University and a highly sought-after health and safety speaker and trainer. He has a Post Graduate Certificate in Safety and Risk management, an engineering degree and is a Chartered Member of the Institution of Occupational Safety and Health (IOSH). See omnystudio.com/listener for privacy information.

Today we welcome the GREAT Sidney Dekker to The HOP Nerd Podcast! Sidney Dekker (PhD Ohio State University, USA, 1996) is Professor and Director of the Safety Science Innovation Lab at Griffith University in Brisbane, Australia, and Professor at the Faculty of Aerospace Engineering at Delft University in the Netherlands. Sidney has won worldwide acclaim for his groundbreaking work in human factors and safety. He coined the term ‘Safety Differently' in 2012, which has since become a movement. An avid pilot, he has been flying the Boeing 737 as airline pilot on the side. Sidney is bestselling author of, most recently: Foundations of Safety Science; The Safety Anarchist; The End of Heaven; Just Culture; Safety Differently; The Field Guide to Understanding ‘Human Error'; Second Victim; Drift into Failure; and Patient Safety. He is also a documentary maker (‘Safety Differently,' 2017; ‘Just Culture,' 2018, 'The Complexity of Failure,' 2018). His work has over 12,200 citations and an h-index of 47. More at sidneydekker.com Brought to you by HOP University - www.hopuniversity.org Call or Text The HOP Nerd - (480) 877-0155 Ask Sam a question or send him a message at thehopnerd@gmail.com - check out www.thehopnerd.com, find Sam on linkedin, instagram, Facebook @thehopnerd, and check out his twitter at thehopnerd1 - thanks for listening in!

These episodes serve as a discussion forum for the response to COVID 19 - Corona Virus. Your input is welcome.  I will pick a topic daily for a quick discussion.   Please add your comments.   Keep moving forward!

“Imagine a space in which there are no rules, a space in which people spontaneously negotiate and collaborate in order to create the safest outcomes for everyone…”  A powerful concept from my perspective-shifting guest, Professor Sidney Dekker on episode 26 of Beneath the Surface. Sidney is a best selling author, international speaker, filmmaker, pilot, seasoned academic and safety iconoclast.  On top of all this, he’s the director of the Safety Science Innovation Lab at Griffith University in Brisbane and is on a mission to open the eyes of industry to approach safety differently. This episode is jam-packed as we discuss the trade off of common sense for hi-vis vests, how ‘zero harm’ is fuelling a culture of risk secrecy, an over-utilised focus on ‘un-safety’ as well as the danger in cultivating a workforce that’s littered with psychological resignation.  Sidney’s very cheeky towards us miners, but rounds off all of his digs with very valid, interesting and thought-provoking points.  I can’t thank him enough for sparing time in his busy schedule to join me for a chat and I hope this episode is as impactful on you as it was on me. Find Sidney here: http://sidneydekker.com/ Safety Differently (movie) here: http://sidneydekker.com/safety-differently-movie/ 

Join Rosa Carrillo, Ed Schein and Sidney Dekker in Part Two of our discussion where we are answering questions from members of the EHS Professionals group. This time, we talk about leadership -- how can you lead people in ways that are deeper than just "managing by the numbers"? In this episode, we examine the … Continue reading Safety Changemaker: Leadership ~ Rosa Carrillo, Edgar Schein and Sidney Dekker (Part Two)

01:45 - Autopoiesis (https://en.wikipedia.org/wiki/Autopoiesis), Smell, and Passing Autopoiesis and Cognition: The Realization of the Living (https://www.amazon.com/gp/product/9027710163/ref=as_li_qf_asin_il_tl?ie=UTF8&tag=therubyrep-20&creative=9325&linkCode=as2&creativeASIN=9027710163&linkId=e65685ed3da6564ab707b3dc29f25f5f) Thud!: A Novel of Discworld by Terry Pratchett (https://www.amazon.com/gp/product/0062334980/ref=as_li_qf_asin_il_tl?ie=UTF8&tag=therubyrep-20&creative=9325&linkCode=as2&creativeASIN=0062334980&linkId=fa03481025e628340eef66222ce9b64f) 11:15 - The Channels in Your Head (Noise) 12:15 - GeePaw’s Superpower: Having an enormous capacity for doubt -- especially self-doubt; The Cost of Certainty 18:25 - Doubt vs Narrowing Déformation Professionnelle (https://en.wikipedia.org/wiki/D%C3%A9formation_professionnelle) 23:31 - Refactoring; Easiest, Nearest, Owie, First 25:53 - Defining “Better” and “Done” 30:55 - Thin vs Thick Culture 42:34 - FACT: Geeks Are Paid Extremely Well -- Why are we still not happy? 48:02 - Occupational Game Playing The System You Are Building The Game of Your Team The Game of Your Career The Game of Living Reflections: Jessica: When you act, you then see what happens. Sam: Any metric can be gamed and will be gamed. The Field Guide to Understanding 'Human Error' by Sidney Dekker (https://www.amazon.com/gp/product/1472439058/ref=as_li_qf_asin_il_tl?ie=UTF8&tag=therubyrep-20&creative=9325&linkCode=as2&creativeASIN=1472439058&linkId=7bb5789c7a1859a2ceb1b9c9dd14f565) This episode was brought to you by @therubyrep (https://twitter.com/therubyrep) of DevReps, LLC (http://www.devreps.com/). To pledge your support and to join our awesome Slack community, visit patreon.com/greaterthancode (https://www.patreon.com/greaterthancode) Special Guest: Michael "GeePaw" Hill.

Today on Safety FM, we speak with Dr. Ivan Pupulidy. Dr. Pupulidy discusses how he got involved in safety, where he sees safety going. He also talks about studying under Sidney Dekker. Listen to it here today only on Safety FM.

Today on Safety FM, we speak with Dr. Ivan Pupulidy. Dr. Pupulidy discusses how he got involved in safety, where he sees safety going. He also talks about studying under Sidney Dekker. Listen to it here today only on Safety FM.

Panel: Charles Max Wood Joe Eames Aimee Knight Special Guests: Kent Beck In this episode, the JavaScript Jabber panel talks to Kent Beck. Kent left Facebook 4 months ago after working for them for 7 years and is now self-unemployed so that he can decompress from the stressful environment that he was a part of for so long. He now travels, writes, creates art, thinks up crazy programming ideas, and is taking a breather.  They talk about what he did at Facebook, what his coaching engagement sessions consisted of, and the importance of taking time for yourself sometimes. They also touch on what he has learned from his experience coaching, how to create a healthy environment within the workplace, and more! In particular, we dive pretty deep on: Kent intro/update Ruby Rogues Episode 23 Worked at Facebook for 7 years What were you doing at Facebook? Unique culture at Facebook His strengths as a developer didn’t match with the organization’s Coaching developers TDD and Patterns Advantages as an old engineer What did coaching engagement consist of? Takes time to build trust Discharging shame Need permission to take care of what you need to Being at your best so you can do your best work Vacation in place What have you learned in your time working with people? The nice thing about coaching Everyone is different How do we create a healthy environment within the workplace? Mentor in Ward Cunningham What is it costing us? Why did you decide to leave? And much, much more! Links: Ruby Rogues Episode 23 @KentBeck kentbeck.com Kent’s GitHub Sponsors Kendo UI Sentry Digital Ocean Picks: Charles The Five Dysfunctions of a Team by Patrick Lencioni Crucial Accountability by Kerry Patterson Aimee n-back Joe Test Driven Development: By Example by Kent Beck Kent The Field Guide to Understanding 'Human Error' by Sidney Dekker Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue by Ryan Holiday

Panel: Charles Max Wood Joe Eames Aimee Knight Special Guests: Kent Beck In this episode, the JavaScript Jabber panel talks to Kent Beck. Kent left Facebook 4 months ago after working for them for 7 years and is now self-unemployed so that he can decompress from the stressful environment that he was a part of for so long. He now travels, writes, creates art, thinks up crazy programming ideas, and is taking a breather.  They talk about what he did at Facebook, what his coaching engagement sessions consisted of, and the importance of taking time for yourself sometimes. They also touch on what he has learned from his experience coaching, how to create a healthy environment within the workplace, and more! In particular, we dive pretty deep on: Kent intro/update Ruby Rogues Episode 23 Worked at Facebook for 7 years What were you doing at Facebook? Unique culture at Facebook His strengths as a developer didn’t match with the organization’s Coaching developers TDD and Patterns Advantages as an old engineer What did coaching engagement consist of? Takes time to build trust Discharging shame Need permission to take care of what you need to Being at your best so you can do your best work Vacation in place What have you learned in your time working with people? The nice thing about coaching Everyone is different How do we create a healthy environment within the workplace? Mentor in Ward Cunningham What is it costing us? Why did you decide to leave? And much, much more! Links: Ruby Rogues Episode 23 @KentBeck kentbeck.com Kent’s GitHub Sponsors Kendo UI Sentry Digital Ocean Picks: Charles The Five Dysfunctions of a Team by Patrick Lencioni Crucial Accountability by Kerry Patterson Aimee n-back Joe Test Driven Development: By Example by Kent Beck Kent The Field Guide to Understanding 'Human Error' by Sidney Dekker Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue by Ryan Holiday

Panel: Charles Max Wood Joe Eames Aimee Knight Special Guests: Kent Beck In this episode, the JavaScript Jabber panel talks to Kent Beck. Kent left Facebook 4 months ago after working for them for 7 years and is now self-unemployed so that he can decompress from the stressful environment that he was a part of for so long. He now travels, writes, creates art, thinks up crazy programming ideas, and is taking a breather.  They talk about what he did at Facebook, what his coaching engagement sessions consisted of, and the importance of taking time for yourself sometimes. They also touch on what he has learned from his experience coaching, how to create a healthy environment within the workplace, and more! In particular, we dive pretty deep on: Kent intro/update Ruby Rogues Episode 23 Worked at Facebook for 7 years What were you doing at Facebook? Unique culture at Facebook His strengths as a developer didn’t match with the organization’s Coaching developers TDD and Patterns Advantages as an old engineer What did coaching engagement consist of? Takes time to build trust Discharging shame Need permission to take care of what you need to Being at your best so you can do your best work Vacation in place What have you learned in your time working with people? The nice thing about coaching Everyone is different How do we create a healthy environment within the workplace? Mentor in Ward Cunningham What is it costing us? Why did you decide to leave? And much, much more! Links: Ruby Rogues Episode 23 @KentBeck kentbeck.com Kent’s GitHub Sponsors Kendo UI Sentry Digital Ocean Picks: Charles The Five Dysfunctions of a Team by Patrick Lencioni Crucial Accountability by Kerry Patterson Aimee n-back Joe Test Driven Development: By Example by Kent Beck Kent The Field Guide to Understanding 'Human Error' by Sidney Dekker Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue by Ryan Holiday

Episode 008: Doctor, Heal Thyself. Physicians Dealing with Malpractice, Depression, & Suicide with Dr. Stacia Dearmin The mental health of the physician is a rarely discussed topic when addressing the problems in medicine. One unique stressor facing physicians is malpractice litigation. Its occurrence is so common and the length of the process so long that estimate that 10% of physicians are in the litigation process at any one time. Coincidentally, the self reported incidence of physicians admitting to suicidal ideation in a year is 7% - twice the rate of the general population! Dr. Stacia Dearmin is a pediatric ER physician experienced a malpractice suit lasting three years and going to trial. Unlike most physicians, however, she decided after it was done to set out and talk about her thoughts and emotions in an effort to begin a discussion. She is now dedicated her time outside of her work as a physician to starting this dialogue to help physicians cope and deal with the trauma of malpractice litigation.   In this discussion, Eric and Stacia explore her story, shocking statistics about the mental health of physicians, and her vision to end the silent suffering of so many of our colleagues. We also discuss the powerful concept of the second victim which is in reference to the one who suffers not the actual harm but whose actions may have led to the harm itself. This episode is a must listen for anyone who knows a physician who has been sued or the people they touch in their lives. Through understanding, discussion, and resources we can help our colleagues, friends, and family deal with this. [caption id="attachment_1739" align="aligncenter" width="300"] Dr. Stacia Dearmin is the creator of the group - Thrive: Insight, Education, Support show notes Thrive: Insight, Education, Support: A home for physicians for physicians facing malpractice litigation. This is Dr. Dearmin's main website to contact her for speaking engagements, suggestions about additional resources for helping, and all the resources for physicians when facing malpractice litigation. An Introduction to Medical Malpractice in the United States: Clinical Orthopedics 2009. (link to then request full article from the authors) Malpractice Risk According to Physician Specialty: New England Journal of Medicine, 2011 Changes in Burnout and Satisfaction with Work-Life Balance in Physicians and the General US Working Population Between 2011 and 2014: Mayo Clinic Study   When Good Doctors Get Sued. Book Resource recommended by Dr. Dearmin Great inexpensive resource for any physician entering the litigation process either for him/herself or for others recommended by Dr. Dearmin. An excellent resource by experienced pilot Sidney Dekker describing the second victim phenomena discussed during the interview. Patreon - Become a show supporter today and visit my Patreon page for extra bonuses

Då är det dags för andra delen av det tvådelade avsnittet om att bli säkerhetsanarkist. Vi utgår fortfarande från boken The Safety Anarchist av Sidney Dekker. Innan vi avslutar huvudämnet så zoomar vi in på en logisk fallgrop igen och denna gång är det falska dilemman som vi fäster strålkastaren på.Några hållpunkter:[3:05 Inzoomningen][8:32 Huvudämnet]19:05 Det är dags för Star Wars26:50 Dags att snacka skogsbruk i Preussen34:15 Hur var det nu med anarki och anarkism?40:40 Finns det någon väg ut då?

Vi inleder en serie inzoomningar på ämnet kognitiv bias, eller logiska tankevurpor. I detta avsnitt tar vi upp ‘Sunk Cost Fallacy’. Därefter pratar vi om värdet av att vara säkerhetsanarkist. Genom boken The Safety Anarchist av Sidney Dekker berättar vi en del stories som förhoppningsvis kan väcka en och annan tanke hos dig som lyssnare.Avsnittet blev långt och därför valde vi att dela upp det på två. Detta är första delen.Några hållpunkter:[5:19 Inzoomningen][11:10 Huvudämnet]21:45 Det är bra om kirurgen tvättar händerna32:43 Redo för akt 347:20 Allt går att dölja med VAB

Sidney Dekker's newest book is just out and I like this one a lot. The Safety Anarchist is a book, not about anarchy, but about standing up to the traditional paradigm and calling out the future - and it does not look the same. This book is a thoughtful discussion of the changes that have been taking place.  It is solid argument (in the academic form of that word) for change.   The reviews alone are worth reading. Listen and see what you think. Best Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives Give this a listen. Thanks for listening and tell your friends.  See you in a student Book Store some place.   

  This month the documentary "Safety Differently" was released withou restriction to the entire world.  It is a 30 minute story of three organizations that changed the way they viewed safety and, in turn, changed themselves for the better.   This project was crowd-funded and is a beautiful and effective story of what a journey to change looks like - for organzations that want to be even safer, even more robust, even more effecite.  These are organizations that want to experience safety differently. Sidney Dekker and his partners in the documentary don't tell or lecture the audience - they simply allow three stories to emerge into one theme.   Hope in each other. You can find this film at sidneydekker.com Best Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives Give this a listen. Thanks for listening and tell your friend.  See you in a bus station some place.   

Episode 27-Matthieu Branlat, Resilience Engineering. Biography: Matthieu Branlat is a Senior Scientist at SINTEF ICT in Trondheim, Norway. He obtained a PhD in Cognitive Systems Engineering from the Ohio State University in 2011. His research explores ways to contribute to the knowledge and improvement of socio-technical systems, particularly in high-risk environments. Themes of investigation include resilience engineering and system safety, decision-making, collaborative work, cross-cultural competences and the design of technology to support human operations. Recent and on-going projects are conducted in domains such as crisis response; air traffic management; military operations; intelligence analysis and cyber security; medical care and patient safety. Book recommendations: Resilience Engineering: Concepts and Precepts by David Woods, Erik Hollnagel and Nancy Leveson Resilience-Engineering in Practice: A Guidebook by Erik Hollnagel, Jean Paries, David Woods, and John Wreathall Sources of Power by Gary Klein Behind Human Error by David Woods, Sidney Dekker, Richard Cook, Leila Johannesen, and Nadine Sarter Contact information: email: matthieu.branlat@gmail.com

Dr. Sidney Dekker was born near Amsterdam in the Netherlands. He studied psychology at the University of Nijmegen, now known as Radboud University, where he was ranked among its famous alumni. After completing his Masters’ Degree in Organizational Psychology from Nijmegen, he pursued a Masters’ in Experimental Psychology at Leiden University, also in the Netherlands. Four years later, he earned his PhD in Cognitive Systems Engineering from The Ohio State University in the USA, where he worked with his advisors Prof. David Woods and Dr. Charles Billings. Since his PhD, Sidney has gained worldwide acclaim for his groundbreaking work on human error and safety. He was previously at Lund University in Sweden as Professor where he founded the Leonardo da Vinci Laboratory for Complexity and Systems Thinking, as well as an MSc in Human Factors and System Safety. He has also been a Senior Fellow at Nanyang Technological University in Singapore, and Honorary Professor in the Department of Epidemiology and Preventive Medicine, Monash University in Melbourne, Australia, and visiting Professor of Community Health Science at the Faculty of Medicine, University of Manitoba, in Canada. Topics Covered Include: Limitations of the broken part model in complex systems How and when should we draw boundaries in complex systems How much is knowable in a complex system Avoiding the pitfalls of blame culture while maintaining individual accountability How to promote diversity of thought/global thinking in a specialized industry (e.g. aviation, medicine) When it comes to safety, what should we measure vs. not measure What are the drawbacks of risk aversion and valuing the wrong metrics Concrete risk mitigation strategies

Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives This episode of the PreAccident Podcast is a special conversation with Sidney Dekker on his latest book, "The End of Heaven."  Sid digs deeply through the world of complexity, cause, and human beingness.   In this unique book, Sidney Dekker tackles a largely unexplored dilemma. Our scientific age has equipped us ever better to explain why things go wrong. But this increasing sophistication actually makes it harder to explain why we suffer. Accidents and disasters have become technical problems without inherent purpose. When told of a disaster, we easily feel lost in the steely emptiness of technical languages of engineering or medicine. Or, in our drive to pinpoint the source of suffering, we succumb to the hunt for a scapegoat, possibly inflicting even greater suffering on others around us. How can we satisfactorily deal with suffering when the disaster that caused it is no more than the dispassionate sum of utterly mundane, imperfect human decisions and technical failures? Broad in its historical sweep and ambition, The End of Heaven is also Dekker's most personal book to date. This is a conversation that moves from cause to the Protestant work ethic and back.  I love this episode and you will too. We also present an open opportunity to be a part of an open discussion that will be held in "The Bay Area" on June 9th, 2017.  SCM Safety is presenting "Safety Differently with Sidney Dekker and Todd Conklin."  You are welcome and invited to attend.    Thanks for listening to the PodCast!  You make every single episode a success.  This episode is another great success because of you - take tomorrow off.

Safety Podcast, Safety Program, Safety Storytelling, Investigations, Human Performance, Safety Differently, Operational Excellence, Resilience Engineering, Safety and Resilience Incentives, Sidney Dekker 99 episodes published.  Wow!  Can you believe it?  It seems like we just started this podcast and now we are going to climb over 100 episodes and 200,000 listens and growing.  It all seems amazing to me.    This weeks episode is my friend Sidney Dekker!!!!   He talks about his new book, his newer book, and we end up thinking about doing a workshop or two in the USA.  You Have to Come to One!    Safety and reliability are really interesting concepts and Sidney digs pretty deeply in to the thinking around these ideas.  Listen carefully - there is much in this episode for you to enjoy and learn.   This episode is sponsored by ORCHSE.com.  Thanks to them for all they do for the world of safety.  Thanks to you as well.  You are the entire reason Sidney Dekker is on this podcast.  Keep doing what you are doing.  It makes a HUGE difference.

Overview: In this episode Gareth Lock and I talk about human factors and the importance of creating a team based environment and culture that supports open and honest feedback for safety and organizational improvement. Gareth talks about his efforts to improve safety in recreational diving as well. Gareth Lock Biography: Gareth is passionate about improving personal performance, taking lessons-learned from 25 years in the Royal Air Force as a C-130 navigator, instructor, military advisor to the research community and a requirements manager into different domains. His main area of focus at the moment is bringing human factors knowledge and non-technical skills or crew resource management training into recreational and technical diving, a sport with an inherent and irreducible risk. He is currently undertaking a part-time PhD examining the role of Human Factors in Diving incidents and accidents, and has recently launched two courses teaching human factors skills and knowledge to divers, especially relevant to those who face higher levels of risk or are supervisors or instructors. Show Notes: There is more behind the scenes than human error. When accidents or incidents happen and human error is listed as the cause, there is normally more within the system that led to the human error. A lack of evidence as a result of a lack of reporting can impede improvement. Defensiveness and a lack of accepting criticism can be a barrier to safety and organizational improvement. “Absence of evidence doesn’t mean evidence of absence”-Nassim Taleb. Just because there may not be a great deal of evidence about negative events doesn’t mean that safety deviations aren’t happening. Normalized deviance of proper and safe practices over time without any obvious incidents or accidents may lead people to believe that what they are doing is safe even though there may be excessive risk in the deviance from proper and safe procedures. Building a habit of pre-checks, operational and safety awareness during operational execution, debriefing and lessons learned that seeks open and honest feedback may help improve human and organizational performance. It can be hard to replicate operational failures in a lecture, but discussions and simulations may help accelerate the process of learning. Adaptability as a core skill should be taught to teams working in high-risk environments. Sign up for our Newsletter here, or go to: www.v-speedsafety.com/email-subscription Resources: Books: Thinking Fast and Slow by Daniel Kahneman, Just Culture by Sidney Dekker  Contact: Email: gareth@humaninthesystem.co.uk Web: https://www.humanfactors.academy and www.humaninthesystem.co.uk LinkedIn: https://www.linkedin.com/in/garethlock Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, HRO podcast

Overview: In this episode Todd Conklin and I talk a lot about human error, safety at the margins and Operational Excellence. Two of the key takeaways are that human error is not a choice and that organizations that can learn from themselves are on the path towards Operational Excellence. Reminder about Intelex Webinar on July 28th: This is a short reminder about the Intelex Webinar July 28, 2016 from 10:00-10:30 EST where Ron Gantt and I will discuss “How to create sustainable performance and achieve organizational goals through safety.” Here is the link to register: https://attendee.gotowebinar.com/register/8877148295350507012 In this webinar, we will identify: 1. The goals of a safety management program and their relationship to organizational performance. 2. Factors and Barriers that enable or disable sustainable performance. 3. The best practices that organizations can implement to facilitate building sustainable expert performance. Show Notes: Many people consider human error a poor choice on the part of front line operators, supervisors or whoever made the error. However, error isn’t necessarily a choice. It is often influenced by numerous system factors that lead to a deviation from expected or desired performance and many of these factors are beyond the control of the person who made the error. A goal of zero incidents or accidents is the moral goal. However, chasing a goal of zero accidents may be problematic for organizations that are complex systems or operate complex systems. As a general rule, most organizations are complex systems. If we incorrectly treat organizations as simple systems we may chase a lagging indicator of zero incidents and not understand the factors that actually develop to lead to incidents or accidents. We must understand that organizations have numerous interconnected parts and the way those parts integrate and connect can change and risk can emerge around those connection points. Therefore, rather than chasing a goal of zero lagging indicators organizations may be better-served by gaining an understanding of risk within their systems. Randy likes to describe Operational Excellence as “sustainable mission accomplishment through the use of quality, safety and reliability methods.” These methods must work within the organization and they may vary from one organization to another. Todd uses a very interesting description of Operational Excellence which encompasses these points. He calls Operational Excellence “the ability of an organization to learn from itself.” This highlights the importance of organizational learning. When talking about safety and work as it is actually done operational teams often work at the edge of the boundaries of operational drift and this area of performance may be referred to as the safety margin. It is within this space of safety and operational performance where crews, teams and workers actively create and manage safety so that safety is a mission-enabler to help the organization achieve its production/operations goals. Sign up for our Newsletter here: www.v-speedsafety.com/email-subscription Resources: Book Recommendations: Pre-Accident Investigations: Better Questions-An Applied Approach to Operational Learning by Todd Conklin, A Deadly Wandering by Matt Richtel, The Field Guide to Understanding Human Error 3rd Edition by Sidney Dekker. Keywords: Disruptive leadership podcast, safety podcast, leadership podcast, safety innovation podcast, high-reliability organizations podcast, HRO podcast

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

Safety Podcast, Safety Moment, Operational Excellence, Human Performance, Safety Differently, New View of Safety,This safety moment is a great introduction to the new view of safety by the great Sidney Dekker.  I have been looking for the perfect little elevator speech on what we do and how we think.  I found it at Griffith University and a promotional overview of "Safety Differently."Enjoy this little safety moment.  I know I did.  It is good for us to go back and remind ourselves of the first principles of the new view.   Thanks for making this podcast the fastest growing safety podcast on the web.  We are in the "Top 10 Podcasts for Government and Organizations" thanks entirely to you.  Keep listening and tell your friends.   Cheers!

I hate computers. How many times have you heard those words? Or said them yourself. Systems crash and go boom all the time. The easiest thing to do is to blame the person touching the keyboard when it happens. Especially when that person touching the keyboard is you. But how do we build safer systems? How do we build humane systems, systems that actually engage and even delight the user? Sidney Dekker says "Safety improvements come from organizations monitoring the gap between procedures and practice". How can you build a system for safety if the way the system is designed isn't actually how it's used. Of course it doesn't work, you were doing it wrong. We have to stop shoving users into systems with procedures that aren't based on reality. In this talk I address these questions through my experience building tools for developers. Every tool works in an ideal world and on my machine. But the hard part is building tools that "work" even when they don't. Understanding the gap between procedure and practice can be a real challenge, and if you don't approach that problem with a big dose of empathy you won't have much luck closing that gap.

Front-line workers shouldn’t be fired for blowing the whistle on safety. Their observations need to be taken seriously by managers, says Dr. Sidney Dekker. Prof. Dekker is a noted safety expert, author of “Safety, Differently.” and a Professor at Griffith University in Australia. See more: http://experttalk.creativesafetysupply.com/front-line-workers-and-safety/

Thanks to Sidney Dekker for this Safety Moment.  We have it all wrong and this OE moment is a great discussion to either play or have with your leadership.  Don't wait for this conversation to happen.  Make this conversation happen as soon as you can.The way we see our workers sets the mindset for the way we solve problems in our organizations.  If we see our workers as problems that need to be fixed, we go out and fix and fire workers.If we see our workers as solutions to be harnessed, we use the profound knowledge of our workers to both problem identify and problem solve.Now, which do you think is better?

Why don't you spend 45 minutes or so taking part in a conversation with Sidney Dekker as he wonders through his background and interests in understanding Safety Differently.  He stops and ponders the idea of "Just Cultures" in a way that I think you will find very interesting and for some of us, a bit challenging.  Sidney talks openly and honestly about the New View of safety, and his conversation is for people just like us: The folks who are doing this work.  You can tell that we are all on this journey together. I know you will find this podcast interesting and important.  I also know that you will learn some new little ideas that will help you on your journey as well.  Mostly, it is a chance to get to know Sidney Dekker a bit more.  Enjoy this podcast...there will be more.

This is a quick teaser for tomorrow's big show.  

Why do disasters happen? How can they be avoided? Professor and noted author, Sidney Dekker, chats with John and Damon about the interaction of humans and complex systems.