A focus on bringing Human and Organizational Performance to life in your organization...
Are you stuck? Do you feel lost? Are your current approaches to the safety of work leaving you frustrated and without the “world-class” safety performance they once promised? Safety is seemingly everywhere in our work worlds, but nothing seems to be getting any better.
It’s time for a change.
10 Ideas to Make Safety Suck Less focuses on how to practically apply Human and Organizational Performance within your organization and will help you revolutionize your approaches to the safety of work (and practically everything else). No matter where you find yourself on your H.O.P. journey, 10 Ideas to Make Safety Suck Less offers valuable insights into bringing Human and Organizational Performance to life within your particular organization. These ten ideas were developed from Sam’s real-world experiences with leading transformational change and practicing safety and Human and Organizational Performance in high-risk organizations and industries.
10 Ideas to Make Safety Suck Less will reshape the way you think about the safety of work and other areas of critical risk within your organization
Learn more about the 10 Ideas below...
Learn more about the author below...
Sam Goodman is a father, husband, and a friend. He is also a Human & Organizational Performance practitioner and consultant, safety professional, and betterment evangelist. He is the author of multiple books focused on the safety of work and the safety profession, and the host and producer of The HOP Nerd Podcast and Really F**king Scary Stories. He is the founder of The HOP Nerd which focuses on providing Human & Organizational Performance consulting services and Pale Horse Media Co. Sam is an accomplished author, speaker, consultant, and coach. He lives in Phoenix, Arizona with his husband Jerel and their amazing daughter Avery. Sam enjoys creating "bad ass things" and has made it his life’s mission to “Make the World a Better Place to Work” by “making safety suck less.”
Learn more about Human & Organizational Performance...
What is Human and Organizational Performance?
Human and Organizational Performance is a fundamental shift in how we view people. It is the move away from viewing people as problems to be managed, and the shift towards viewing people as problem solvers. While there are several other vital bits and pieces, Human and Organizational Performance is about starting from a place of trust, embracing the human element of our work worlds, understanding that people show up to work to do a good job, and constantly and deliberately learning from those that do the actual work.
The 5 Principles of Human and Organizational Performance (Conklin, 2019)
1. Error is Normal
2. Blame Fixes Nothing
3. Learning is Vital
4. Context Drives Behavior
5. How You Respond Matters
In our traditional approaches to the safety of work (and most other things for that matter) we often have started from a position of distrusting our fellow humans; we have viewed people as the source of problems and pain within our organizations. People have been viewed as the last great problem to fix, as the last step between us and safety utopia. We have viewed people as the problem to fix, and we seek to fix problems. We have built systems of distrust constructed of endless rules, ones that are policed via mechanisms of constant surveillance, oversight, and harsh punishment for wrongdoers. We have tried and tried to comply and punish our way to safety excellence, but it has failed us time and time again.
Not only has our distrust of our fellow humans been a driving force for our mediocre (at best) approaches to the safety of work, but it has also been a harmful negative that has inflicted unnecessary pain and suffering upon those that diligently serve our organizations. This distrust of our fellow humans, and this desire to punish those “untrustworthy” and “uncaring” humans that we believe to be causal of our problems has led us away from safety, not closer to it. It has left our workforces fearful and untrusting, devoid of the ability to be honest with the organization and unable to tell “real deal” stories about how work normally occurs, and it has left our organizations blind to vital information and learnings.
The principles and concepts of Human and Organizational Performance moves us away from these misguided and harmful beliefs. Rather than viewing people as the problem and attempting to cure our work worlds of events and problems by seeking to cure people of their humanity, HOP teaches us to embrace our fellow humans, to defer to their expertise, to learn from them, to seek to understand, and to understand that their “know-how” and knowledge is vital to the success of our organizations. Human and Organizational Performance teaches us that error is normal, that no one chooses to make a mistake, that blame fixes nothings, and that blaming only moves us away from the so needed learnings we require to improve.
Human and Organizational Performance is a fundamental shift in how we view people – people are problem solvers, and we must create systems of trust so that they can do just that.
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