2024 Community of Human and Organizational Learning 30th Annual Conference

Some rules are dumb–let’s face it. Too many rules hinder – instead of help – workers to stay safe.

Work is often Dynamic, Ambiguous, Risky, and Complex (DARC). Rules don’t always “work” in the DARC. How can we ensure that the rules we implement actually work? Join us for an insightful session where we delve into the principles of crafting rules that truly serve their purpose.
We'll provide practical tools, including the Dumb Rules Audit (DRA) and Rules for Rules (RfR), designed to help you implement the principles and practices of effective rule-making. Through a Human and Organizational Performance (HOP) lens, we'll empower attendees to:

• Identify dumb rules, understand their origins, and critically analyze why they fail.
• Craft rules that are clear, actionable, and beneficial.
• Declutter your existing library of rules, addressing and refining inherited policies that are outdated or counterproductive.

Don't miss this opportunity to gain valuable insights, exchange best practices, and transform your approach to rules. Join us and take the first step towards a more agile, resilient, and successful organization.

When you absolutely, positively HAVE to rely on the human, you need to be able to help them succeed. During this interactive workshop, you will learn how to evaluate specific administrative controls based on HPI principles, to assure positive outcomes. Come prepared to evaluate an administrative control from your own workplace, or use an example provided by the facilitators. Either way you’ll have a great time while learning how to better manage work planning!.

HP journey at Alcoa/Arconic. We were one of the first "non nuke" companies to deploy. It's my view as a person who works the floor and was a past union VP and Committe Person.

This presentation is to share the journey of a Transmission & Distribution business unit in implementing the Five  HOP Principles as defined by Todd Conklin.  The purpose is to share information on mistakes made, to challenge learning from those mistakes, and to evaluate what was successful. This starts with Edgar Schein’s definition of culture and walks through strategy, communications, and measurement tools used to demonstrate how the organization is applying HOP as a business philosophy through the safety department. The presentation ends with some lessons learned for practitioners to consider in their journey of applying these principles within their organization.  
Under strategy, the discussion will cover the four things needed for a turnaround based on Edgar Schein’s work. These are a turnaround manager or team, clear direction, change model, and power to implement the model. This section will describe how this business unit applied these concepts.
Under communications, the presenter will discuss the six methods used to share the safety message to influence the leadership and the various levels within the organization on using the HOP Principles and using the New View of Safety.
Under Tools to measure, the discussion will show the changes in how the organization finds solutions to problems and the “Safety II” way to perceive, think about, and respond to those problems. Included in this section are lessons learned by the presenter to help others avoid similar mistakes and evaluate what would be successful in their organizations.

Have you ever wondered why the DOE TWIN says “short list?”
Have you ever considered that a longer list of Precursors may contain data that is more applicable to your organization than what is listed on the TWIN?
If so, this workshop is just for you as we work through a pair-wise methodology to help you customize your own TWIN model. In this workshop, we will discuss the methodology, review the DOE Precursor long list, and work through a truncated session using one of the four quadrants of the TWIN. This interactive workshop will equip you to return to your company with the knowledge and skills to customize your own TWIN.
The value? Customized data you can track and trend to proactively enhance your work planning or reactively enhance your corrective action decisions. Using these enhancements, you can build additional resilience into your business model.