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June 8, 2023
11:15AM - 12:15PM
Can Safety Become Unsafe?
David Wilbur, Managing Member and CEO, Vetergy Group
Expo A3
Why do some organizations outshine others when they are made up of the same basic components - people recruited through similar talent strategies and trained to use functional equipment within an engineered process to deliver reliable results? In this interactive session, we will explore how the difference distills to one central philosophy, how we approach human factors.
The conventional idea is that safety and reliability are the result of optimized and disciplined operations. People are a risk to be managed, and bad outcomes are the consequence of human error. We implement safety management systems to drive down the likelihood and consequences of error. We simplify and reduce failures to root causes and focus corrective action on tightening controls. Despite diligent work nothing improves. Even worse, our scorecard gets better, and leaders celebrate the success.
The harder we work at improving discipline and dehumanizing our operations, we inadvertently suppress ingenuity, ignore expertise, and nullify ownership. Pursuing sensible metrics, leaders become unaware of systemic irregularities and dismissive of actual work being performed. As a result, when teams face reality [and uncertainty], they are less adept, or possibly less willing, to adapt.
By illustrating the relationship between Operating Discipline and Adaptive Capacity, participants will consider four dimensions of Operational Resilience to develop practical solutions valuable in their operations at home.
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06/08/2023 11:15 AM
06/08/2023 12:15 PM
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Can Safety Become Unsafe?
Why do some organizations outshine others when they are made up of the same basic components - people recruited through similar talent strategies and trained to use functional equipment within an engineered process to deliver reliable results? In this interactive session, we will explore how the difference distills to one central philosophy, how we approach human factors.
The conventional idea is that safety and reliability are the result of optimized and disciplined operations. People are a risk to be managed, and bad outcomes are the consequence of human error. We implement safety management systems to drive down the likelihood and consequences of error. We simplify and reduce failures to root causes and focus corrective action on tightening controls. Despite diligent work nothing improves. Even worse, our scorecard gets better, and leaders celebrate the success.
The harder we work at improving discipline and dehumanizing our operations, we inadvertently suppress ingenuity, ignore expertise, and nullify ownership. Pursuing sensible metrics, leaders become unaware of systemic irregularities and dismissive of actual work being performed. As a result, when teams face reality [and uncertainty], they are less adept, or possibly less willing, to adapt.
By illustrating the relationship between Operating Discipline and Adaptive Capacity, participants will consider four dimensions of Operational Resilience to develop practical solutions valuable in their operations at home.
Expo A3
