Meet the Author with Tony Muschara, Ron Farris, and Jim Marinus
How might asking "What must go right?" identify the CRITICAL STEPS, as well as, the low-risk work activities where the loss of control has little or no impact help?
If you believe we need to prevent all human errors, think again. One, it’s impossible; two, it’s expensive; and three, it distracts from your focus on what’s important: high-risk activities.
In this session we look at:
- What are the practices of managing CRITICAL STEPS?
- How does it change the emphasis from simple error avoidance to ensuring success proactively and systemically?
- How to identify low-risk work activities where the loss of control has little or no impact?
- Once mapped, can line managers then give greater control of low-risk operations to the expert judgment of the workforce?
View book: https://amzn.to/30hA3oB
View website: https://www.criticalstep.com/
00:43:20Tanya Hewitt:I love the humility - once you publish, everyone knows what you don't know ;)
01:02:34Simon Rosser FIIRSM FRSA:apologies, but I have to go... this is a very interesting concept and new to me so I will definitely be investigating further. Thank you! (and have a good weekend!)
01:05:01Dan Suess:As long as Managers understand the value their workforce have related to the workplace activities and experience they can share with management. Communication needs to be totally open and all parties need to respect what they each bring to the table.
01:12:23Safeopedia:Here is the link to the book
01:12:24Safeopedia:View book: https://amzn.to/30hA3oBView website: https://www.criticalstep.com/
01:12:31Tanya Hewitt:I wonder what the impact is to people being told their task is not critical - I know there was an impact at the outset of the pandemic, when many people were told their jobs were not essential.
01:13:01Dan Suess:Critical thinking must also incorporate understanding of "what can go wrong" to assist in emphasizing what needs to be done to achieve the "desired successes".
01:13:23Rosa Carrillo:Tanya, that is a good example of the emotional component of risk assessment
01:13:32Tanya Hewitt:Love this - from if to when! I know lots of people in British Columbia are thinking this now after the year they have had.
01:14:07Rosa Carrillo:When we assess risk should we pay more attention to psychosocial risk?
01:17:36Dan Suess:Great conversation . .. . Sorry, have to leave due to an unexpected situation. Thanks to all. Have a great weekend.
01:30:30Richard Knowles:I have another session. Good job today.
01:30:42Safeopedia:Thank you for joining us
01:30:49Jim Marinus:Thanks Richard - take care
01:33:42Tanya Hewitt:this could be applied at the board level too
01:34:20Safeopedia:also what is often viewed as non-high risk environments
01:35:27Rosa Carrillo:What is the biggest barrier you’ve encountered to gaining acceptance of this process?
01:36:31Tanya Hewitt:Great discussion everyone! I have another call.
01:36:40Safeopedia:thank you for joining!
01:38:51Fred Stawitz:Very useful discussion!
01:41:19Mary Ann Netto:Thank you!
01:41:33Bukunola Ayo:Thank you
Tony Muschara, Principal Consultant and Owner of Muschara Error Management Consulting, LLC
Tony specializes in human error management, a risk-based approach to managing human risk. Tony has served on nuclear industry working groups associated with human performance (Electric Power Research Institute - EPRI and Nuclear Energy Institute – NEI), and he has presented papers at several industry meetings including several IEEE conferences on human factors and power plants.
Ron Farris, Chief Operations Officer of High Reliability Training
Ron is an author, keynote speaker, experienced practitioner in Human & Organizational Performance (H&OP) and High Reliability Organization (HRO) that provides support for a variety of high-risk industries that includes: analysis of operational data to help front-line workers, line managers, and leaders of high-risk operations
protect their assets using proven risk management methods, and error prevention and mitigation strategies.
Jim Marinus, Principal of Jamar Operations
Key to a successful business is knowing what must go right and then ensuring that it does. I help clients ensure success by better understanding what is working now, protecting those strengths and then leveraging them to address what is not OK - the essence of high reliability and resilience. I share straightforward methods with you and your organization to tailor worker-centric processes for managing risk, better enabling workforce competence to ensure that what must go right, does.