Pre-Accident Investigations: Better Questions · Pre-Accident Investigations: Better Questions...
Transcript of Pre-Accident Investigations: Better Questions · Pre-Accident Investigations: Better Questions...
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Pre-Accident Investigations:
Better Questions
March 30, 2016 - NERC
Todd Conklin PhD
High Reliability and Human Performance
![Page 2: Pre-Accident Investigations: Better Questions · Pre-Accident Investigations: Better Questions March 30, 2016 - NERC Todd Conklin PhD High Reliability and Human Performance. Never](https://reader030.fdocuments.in/reader030/viewer/2022040506/5e3ef33aa21a67133638e8e0/html5/thumbnails/2.jpg)
Never
take a sleeping pill
And a laxative
at the same time.
In any order…
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Conklin
Three
Case
Studies
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Conklin
“We drifted to a
place where we
started asking
the Wrong
questions.”
Direct Senior Leadership Quote…
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The Safety Journey So Far…
Time
Ac
cid
en
ts
Compliance
• Behaviors
• Policy/Rules
• Enforcement
Design
• Human Factors
• Process Safety
• Standardized
Systems Human
Performance
• New View
• Not Individual
• Organizational
issues Identified
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Fatality
Serious Event
• Not like others
• NO near misses
• Exist in success
• Understand work
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Leadership’s
response to
Events
MATTERS…
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Asking Leaders to be
Better Leaders is not
enough…
We must develop
leadership systems
to support reliable
performance
Conklin
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The Role of the Leader
is to provide the initial
“force” towards
understanding
systems - first…
Not finding people to blame
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A Great Shift in Operational Learning
Traditional Ops Learning Engaged Learning
Learn
Improve
So
ak
Learn
Find
FixBlame
Fix
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Old New
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Redefinition of
Operational
Success.
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An important
consequence of the
defining safety by
operations that go wrong
is the lack of importance
of operations that go right.
If nothing happens –
nothing is wrong.
Conklin
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Safety is not
the absence of
Accidents.
Safety is the
presence of
Defenses.
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Capacity.
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Conklin
Workers are as
safe as they need to be,
Without being too
safe,
in order to be
productive.
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Until They’re NOT..
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Parts of an Event
Conklin
Pre-Accident Investigations, Conklin 2013
3
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Worker’s Don’t Cause
Failures.
Worker’s Trigger Latent
Conditions That Lie
Dormant In Organizations
Waiting for This Specific
Moment In Time.
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We desire
seductivel
y
unambiguous
information about
an event.
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Shift your
thinking from
“Why”
to “How”
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Workers Discover Safety While Working…
Clearly Safe
to do WorkClearly Not Safe
to do Work
The Gray Area:Uncertain
interpretationof Safe work
Conklin
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20
After the Event, Safety is Clear…
Clearly Safe
to do Work
Clearly Not Safe
to do WorkEvent
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Start
Of
Job
Hazard
Safety Understood:
Drift and Accumulation
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Work Execution
Improvement
Area
Essential Safeguards
Fatality Prevention
Area
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Workers
Are Masters of
the Blue Line…
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The Change In
How We Must
Think About
Workers.
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The Change in How We
Think about Workers
Historical
• Outsiders
• not responsible
• not smart
• should stay in their place
• Uninformed
• Automatons
• Single issue
• Shallow knowledge
• Process Users
• Error-Proofed
New View
• Insiders
• Very Responsible
• Very smart
• Idea generators
• Important Informants
• Creative/Adaptive
• Problem identifiers
• Problem fixers
• Profound process owners
• Fail Often, Safe, and Fast
Conklin
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We must stop seeing
workers as
problems to be fixed.
But, as Solutions
to be harnessed.
Conklin
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We don’t design human
error out of our work
systems…
We design human error
in to our work
systems.
Conklin
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Systems
must be
designed for
both error
and violation.
Conklin
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Conklin
Fragile: Non-Robust
Stable: Non-Robust
Resilient: Robust
Systems
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We can’t really remove
risk from our work…
So, we must build risk
competency and failure
capacity in our work
systems and processes.
Resilience
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Plan
Absorb
Recover
Adapt
Event
(in motion)
Linkov 2013
Resilience Model
Learn
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Safety Understood:
Defending Resilience
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Start
Of
Job
Defense Capacity
Defense Capacity
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Your Organization
must be an
operation that is
resilient enough to
fail and recover…over
and over and over and over
and over and over and over
and over and over and over
and over and over and…
Conklin
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A Great Shift in Operational Learning
Conklin
Engaged Learning
Learn
Improve
So
ak
Learn
Fix
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Is the juiceworth the
squeeze?
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• Be Fixated on non-recoverable, high-
consequence failures
• Recognize expertise in the
organization and include them in
learning
• Make the complex – transparent
• View safety as the presence of
safeguards and not the absence of
incidents.
Leaders…
Conklin
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Capacity
The Power of
Early
ID
Identified
or Discovered
Problem
Conklin
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CapacityThe Power of
Early
ID
Conklin
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Todd Conklin
PreAccident Podcast
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