2019 HPRCT Conference

ContXt Corporation, in partnership with Luminant, has developed an innovative learning experience to help organizations build the buy-in and understanding required to effectively implement Human Performance Improvement. The learning experience combines a big picture visual with questions and exercises to engage small groups in robust conversation. Studies show that people retain 10% of what they read and 20% of what they hear. However, people retain 90% of what they see and discuss using metaphor-, story and visual-based learning and group conversations. The breakout session will allow participants to experience the workshop firsthand. Topics discussed will include: - What is Human Performance Improvement (HPI) at the highest level - The Principles of HPI - Errors and potential negative events that can happen to each of us around the home - The realization that we are all fallible - The two modes of thinking - system 1 thinking and system 2 thinking - Different types of Deviation Modes - Some of the most common reasons people deviate - Why the Blue Line never matches the Black Line - How we can best learn from events - Ways to implement Human Performance Improvement - Understanding and avoiding error traps, ensuring proper defenses are in place, utilizing the HPI tools - Best Practices and Lessons Learned The workshop: - Provides a big picture understanding of HPI in 90 to 120 minutes - Accelerates the learning process by combining visualization with small group conversation - Learners will spend less time in the classroom and more time on the job - Creates an organization ready to implement HPI - Quickly aligns the entire organization on the benefits of HPI, helping to foster the cultural change process - from the OLD to NEW view of Human Performance - Can train large numbers of people in a short amount of time The Breakout Session will also address best practices for implementing the workshop within organizations.

ContXt Corporation, in partnership with Luminant, has developed an innovative learning experience to help organizations build the buy-in and understanding required to effectively implement Human Performance Improvement. The learning experience combines a big picture visual with questions and exercises to engage small groups in robust conversation. Studies show that people retain 10% of what they read and 20% of what they hear. However, people retain 90% of what they see and discuss using metaphor-, story and visual-based learning and group conversations. The breakout session will allow participants to experience the workshop firsthand. Topics discussed will include: - What is Human Performance Improvement (HPI) at the highest level - The Principles of HPI - Errors and potential negative events that can happen to each of us around the home - The realization that we are all fallible - The two modes of thinking - system 1 thinking and system 2 thinking - Different types of Deviation Modes - Some of the most common reasons people deviate - Why the Blue Line never matches the Black Line - How we can best learn from events - Ways to implement Human Performance Improvement - Understanding and avoiding error traps, ensuring proper defenses are in place, utilizing the HPI tools - Best Practices and Lessons Learned The workshop: - Provides a big picture understanding of HPI in 90 to 120 minutes - Accelerates the learning process by combining visualization with small group conversation - Learners will spend less time in the classroom and more time on the job - Creates an organization ready to implement HPI - Quickly aligns the entire organization on the benefits of HPI, helping to foster the cultural change process - from the OLD to NEW view of Human Performance - Can train large numbers of people in a short amount of time The Breakout Session will also address best practices for implementing the workshop within organizations.

The pattern is repeated weekly in the workplace: audits, assessment and inspections indicate all systems and processes are in place to prevent undesirable events until one occurs and the first thing those audited, assessed and inspected say is: We knew this was going to happen! Many organizations fail to learn from a genuine interest and curiosity about their own practices and processes, relying on consequences to be their guide. Near misses, good catches and close are regarded as the result of 'great planning' and resiliency, reinforcing the belief we've got the bases covered or something worse would have happened. During this facilitated roundtable, each participant will have an opportunity to dialogue with other participants and the Facilitator(s) about identifying, communicating and learning from the weak signals at a lowest level of pain rather than reacting to the pain of regret too many allow to guide their business practices.

The concept of visual literacy has been around for decades, and has typically been used in developing better teaching and learning techniques in the classroom. Recently however, visual literacy has been gaining traction in the workplace as a skill and tool to better identify occupational hazards that could lead to safety incidents. This presentation will provide background and preliminary results of a new research collaboration between the Campbell Institute and the Toledo Museum of Art to demonstrate how visual literacy relates to occupational safety.   The argument we will present is relatively straight-forward – being more visually literate allows individuals to perceive and understand more about their work environment, enabling them to see hazards and imagine the potential consequences that can result from those hazards. Having this heightened ability enables workers to be proactive about their work environment and take measures to mitigate hazards before they can cause an incident.  Learning Outcomes:

(1) Understand previous outcomes of research in visual literacy.
(2) Understand how visual literacy has been applied to the field of occupational safety.

Reacting when things go wrongly matters.  This talk presents a common type of reaction, that asks what went wrong, who is responsible, what should the punishment be, and gives some problems with these types of questions.  It presents the anatomy of an event, and the problems with retrospective understanding.  It then presents a different view of human performance, and asks questions that could be asked when things are not going wrongly.  It then presents a few tools (root cause analysis of normal work, post job brief questions, and prioritizing learning) to help organizations learn more about themselves, and become safer in the process.