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We are very excited to announce that Sam Goodman is partnering with Stephen Scott for “HOP & Operational Learning in Las Vegas’ on October 8th & 9th, 2024!
This will be a two-day workshop on Human & Organizational Performance and Operational Learning. Using a combination of lecture, hands-on and small group exercises, discussion and Q&A, we will introduce you to HOP and Operational Learning, with an emphasis on practical application, and what YOU can do, starting NOW!
Here are the Basics
⌚2-Day Workshop
🎡 Las Vegas, NV
📆 October 8-9, 2024
🥪 Lunch Provided
💺 Seats Limited
📨 steve@hopimprovement.com to register
About Steve Scott
Steve Scott worked for Alcoa, a global mining and metals company, for over 30 years, retiring in 2019. He began his career as a general factory worker at the Eastalco aluminum smelter in Maryland. After ten years as an operator, mostly in the casthouse, Steve became a supervisor, then held positions of increasing responsibility, culminating in the role of Casthouse Superintendent.
Following the closure of Eastalco in 2005, Steve worked as a Lean Manufacturing consultant with an internal consulting group. In 2008, Steve assumed the role of Continuous Improvement Manager for Alcoa's U.S. Primary Products business, supporting eight aluminum smelters and an alumina refinery. It was in this role that Steve first began applying Human & Organizational Performance as part of an overall improvement strategy.
For more than ten years, Steve was involved in leading HOP implementation at Alcoa. Steve spent his last four years at Alcoa as the Director of Human Performance & Continuous Improvement, charged with embedding HOP and Critical Risk Management, primarily focused on Serious Injury & Fatality (SIF) prevention, across all of Alcoa’s sites globally.
Following his retirement, Steve began work as an independent consultant, helping other organizations put HOP/New View and Critical Risk Management principles to work with the goal of engaging employees in reducing serious injuries and fatalities, while improving overall business performance.
Steve lives in Charles Town, West Virginia with his wife, Karen, and their dogs and cats.
About Sam Goodman
Sam Goodman is the founder and consultant of The HOP Nerd LLC and the host and producer of the acclaimed ‘The HOP Nerd Podcast.’
Sam spent nearly two decades in commercial nuclear power generation, coal and natural gas power generation, renewables, power construction and maintenance, and fire and EMS. He has worked on the frontline and as a leader, but spent the majority of his career in safety, risk management, and performance improvement.
Sam Goodman's journey into the world of HOP began when he recognized the limitations of traditional safety and performance management approaches while working internally to a large power utility. Determined to effect real change, he immersed himself in studying and applying HOP principles – leading efforts within his organization to humanize approaches and learn deeply from those nearest to the work.
Sam is regarded as a leading practitioner of Human & Organizational Performance (HOP) and Operational Learning. He holds a deep passion for empowering organizations to create safe and high-performing work environments through humanizing their approaches to safety, and beyond.
His unique combination of technical expertise, practical experience, and dedication to continuous learning has positioned him as a trusted advisor to numerous organizations across various industries.
He works with clients throughout industry and around the world - providing services to organizations operating in manufacturing, healthcare, construction, oil & gas, mining, power generation, utilities, and more - focusing on operationalizing HOP and creating sustainability along the way.
In addition to his consulting work, Sam is a prolific author, sharing his knowledge and insights through various publications. His latest book, the best-selling "10 Ideas to Make Safety Suck Less," has become a vital resource for professionals in the HOP and Safety field. Additionally, his best-selling Starting Points: Operationally Curious Questions™ - a collection of operationally curious “icebreakers” designed to act as starting points for deep and meaningful operational learning conversations - has become a crucial resource for leaders around the globe.
Seating is limited; secure your spot today. We look forward to you joining us for a great workshop - and a great time - in beautiful Las Vegas.
To register email steve@hopimprovement.com
Event Agenda, Information, and Pricing:
See you there!
The HOP Nerd LLC is an independent Human & Organizational Performance consultancy service offering flexibility, passion, and know-how to help your organization begin, or go further on its HOP journey. Sam Goodman works with clients throughout industry - providing services to organizations operating in manufacturing, healthcare, construction, oil & gas, mining, power generation, utilities, and more - focusing on operationalizing HOP, improving safety, and creating sustainability along the way.
What is Human & Organizational Performance (HOP)? from Sam Goodman
Personally, I think of HOP as a collection of better beliefs, assumptions, thoughts, and ideas – from diverse and varying sources – applied through the lens of a core set of principles.
To me, at the core of it all, 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.
Our traditional approaches often start 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 organizational utopia.
We have viewed people as the problem to fix, and we seek to fix problems. We have built systems of distrust, constructed endless lists of 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 operational excellence, but it has failed us time and time again.
This distrust of our fellow humans has 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 improvement - away from learning - 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 of Human & Organizational Performance (HOP)
Error is Normal
Blame Fixes Nothing
Context Drives Behaviors
Learning Is Vital
How We Respond Matters
The principles and concepts of Human and Organizational Performance move 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.
Allow me to circle back to the key point, 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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