2024 Community of Human and Organizational Learning 30th Annual Conference

This presentation offers a comprehensive exploration of the integration of performance psychology tools with human and organizational learning, providing attendees with practical insights and strategies to optimize individual and collective performance. Grounded in the presenter's expertise as a performance psychology specialist, the session begins with an overview of the presenter's background, highlighting their extensive experience and expertise in leveraging psychological principles to enhance performance across diverse domains.
Building upon this foundation, the presentation delves into the rich history and evolution of psychological theories and practices in working with elite performers. Attendees will gain a deeper understanding of the psychological factors that underpin peak performance and the pivotal role of mindset, motivation, and resilience in driving excellence.
Furthermore, the session explores the intersection of cognitive science and human error, offering valuable insights into the cognitive processes that contribute to errors and breakdowns in performance. Attendees will learn how to identify cognitive biases, optimize decision-making processes, and mitigate the impact of human error within their organizations.
An integral component of the presentation is the integration of biofeedback techniques to predict and prevent human error. Attendees will discover how biofeedback technologies can provide real-time data on physiological and psychological states, enabling proactive interventions to enhance performance and prevent errors before they occur.
Through interactive discussions, case studies, and practical exercises, participants will leave the session equipped with actionable strategies to integrate performance psychology tools into their organizational learning initiatives. Whether aiming to optimize individual performance, foster a culture of continuous improvement, or mitigate risks associated with human error, this presentation offers valuable insights for organizations seeking to thrive in today's complex and dynamic landscape.

Workshop: A case study: How safety saved a Middle East company.
Giving you the practice and application to operationalize HOP.
Learning Outcomes:
In this workshop you will learn
1.    How to engage the C-Suite to lead business transformation through safety.
2.    Experience and track emotions in real time that lead to engagement (apple watch required)
3.    The philosophy of metrics that create performance and learning.
4.    The tools to create, sustain and build momentum for positive change.
5.    How to remove bureaucracy and complexity.
Long description:
Culture will ensure your strategic success or failure, so must be integral to your plans. But culture is difficult to "measure" and arguably hard to change.
In this workshop the speaker will demonstrate cultural metrics unique to OrgTreeMe. Applicable to any industry, they help create willing leadership engagement in creating the environment for others to be successful.
Measuring psychological safety and organizational capacity to manage safety, and how this links to improvements in critical thinking, problem solving, better relationships and connection to shared purpose. We measure “more of the things we want” that directly improves performance.
Proving the link between good safety, a great employee experience and profitability, the workshop follows a 2-year case study taking participants on the steps that shifted a long history of 10-15 fatal accidents per year to their eradication, whilst improving every other business outcome, adding $millions to the bottom line.
The case study is based on a Middle East transformation, where the perception of human rights and human life is low and the legal consequences for fatal accidents practically zero. So, engagement with safety had to be intrinsic to the company culture and in business terms, must be a foundation of business success and profitability.

Human and Organization Performance “HOP” heritage comes from high-risk industries that need high-risk controls. More industry emphasis is being placed on Critical Risk Management, and the “plague” of Life-Saving Rules or Cardinal Rules continues on the strive for zero harm.

Join us in a “Learning Team” on this topic, where we “as a group” explore:

1. Why organizations are creating a sixth principle.
2. How are they defining that principle?
3. What does it look like in practice?
4. The role of “Control Efficacy” and “Critical Risk System Fidelity.”
5. The conflict of “Error” in Critical Steps versus Life Saving/Cardinal Rules.
6. How should we define this need, and what are the pathways moving forward as a collective?