Human Performance Leadership Learning Objectives

Transcription

1 Human Performance Leadership Learning s OBJ # 1. Demonstrate how the culture in which we live influences the way we think (and therefore the way we conduct ourselves at work). 2. Experience how relatively easy it is to condition the human mind. 3. Understand the difference between an "error" and an "Event". 4. Recognize how one person can provide great influence in the world. 5. Recognize how the "little things" can add up to set the stage for disaster to occur. 6. Understand the difference between vertical and horizontal growth (both personally and organizationally). 7. Recognize the role that culture plays in determining organizational results. 8. Understand how paradigms impact organizations, including: a. how those that are outdated can never achieve sustainable next-level human performance, and b. how the Practicing Perfection approach is the next-level paradigm for sustainable human performance enhancement. 9. Recognize the fundamental differences between managing people like 'things' and the Whole Person Approach. 10. Understand the importance of the Golden Circle, and the need for consistency between the why, the how, and the what. 11. Identify the characteristics of A-B-C Players and their potential impact upon performance improvement efforts. 12. Understand vital behaviors and how they provide a primary mechanism for achieving rapid and sustainable behavioral change. 13. Be introduced to the elements of the HU Factor. 14. Be introduced to Viral Accountability. Page 1 of 7 HU Leadership Learning s_rev00.01

2 16. Understand what the Practicing Perfection approach is, what it is not, and how it lays a foundation for cultural enhancement. 17. Fully understand the two key elements of the Practicing Perfection approach. 18. Fully understand the Precepts of Practicing Perfection, how they directly relate to the role of each team member, and how they form the foundation for enhancing team performance. a. Recognize how the choices we make dictate the lives that we lead (both personally and professionally). b. Understand "The Gap" in processing of information, and how this influences our reaction/response in any situation. c. Understand the typical differences between the short-term and long-term consequences of the choices we make. d. Recognize how the majority of times human error occurs, elements of the organization, job, surroundings ("landmines") have helped set the person up to make the mistake. e. Understand whose responsibility it is to identify and remove "landmines". 19. Define "organization" and identify its key elements. 20. Differentiate between the structural ("technology") elements of an organization and the culture ("psychology) of an organization, and how these work together to generate results. 21. Understand the most fundamental human motivation. a. Recognize the two primary internal drivers when making a choice. 22. Understand the difference in motivations and behaviors between "compliance" and "desire". 23. Understand the critical differences between "inspiration" and "force/manipulation" when it comes to influencing the behaviors of others. 24. Understand how to effectively deal with the Personal Screening Process that occurs when asking another human being to do something. 25. Understand the Individual Performance Model and how "mindset" and "perception" provide the conduit through which to influence behaviors. Page 2 of 7 HU Leadership Learning s_rev00.01

3 a. Recognize the importance of experiences provided when influencing, and how to provide experiences that are on-purpose and situational. b. Understand the importance of role modeling, verbal conditioning, and specific events relative to an individual's mindset and perception. 26. Understand the Primary Performance Needs, and how an awareness of these needs greatly enhances the ability to influence individual behaviors. 27. Recognize how individual behaviors combine to create the culture of the organization. 28. Understand the impact and importance of organizational culture upon organizational results. 29. Identify the major aspects of the Organizational Performance Model and how each element relates to the other elements. 30. Recognize how Leadership impacts every aspect of Organizational Performance. 31. Understand and internalize the new definition of "leader". a. Recognize how this definition relates to the formula for Viral Accountability. 32. Identify and role model who you [actually] work for as a defined leader within your organization. 33. Define and understand Proactive Accountability. 34. Relate the epidemic of victimization in society to resulting behaviors / attitudes on the job. 35. Recognize classic victim behaviors. 36. Understand how the Blame Cycle gets started, and its consequences within an organization. 37. Understand the role that personal choice has in the level to which we take on the victim role in most situations. 38. Understand the steps required to rise from "below the line" (playing the victim) to "above the line" (Proactive Accountability ). 39. Know the personal "mantra" of Proactive Accountability. 40. Relate Joint Accountability to the One Team approach to performance. Page 3 of 7 HU Leadership Learning s_rev00.01

4 41. Know the elements of the HU formula and how they combine to create the new definition of "human performance". 42. Understand the Five Basic Truths of Human Performance. 43. Understand the concept of "leverage" as it relates to behavior change within an organization, and who (positionally) has the greatest impact on day-to-day behaviors in the workplace. 44. Utilize the Accident Propensity Model to understand the importance of the role of the Front Line Supervisor (FLS) upon behaviors in the workplace. 45. Understand the four human error barrier/defense categories and how these work together to prevent/allow an event to occur. 46. Be able to describe the basic elements involved in the anatomy of an event. 47. Understand the organizational attitudes and practices needed to drive human error to the lowest possible levels of frequency and severity, including associated key leadership practices. 48. Understand the dynamic nature of the true "safety culture" of your organization. 49. Define "culpability" as it relates to human error in the workplace. 50. Use the Culpability Decision Tree to objectively categorize the level of culpability of an individual involved in an error. a. Recognize how to proactively use the Culpability Decision Tree. 51. Know the elements of a "just" organizational culture. 52. Understand how to identify "critical steps" within work plans / documents. 53. Understand the nature of the Error Elimination Tools, and their role as Behavioral Defenses in minimizing the potential for human error. a. Understand how uncompromising use of the Error Elimination Tools virtually eliminates the potential for making mistakes. b. Be introduced to the Error Elimination Tools User Guide, its contents, and how it can be used effectively within an organization. c. Recognize the most predominant human error traps and how each of these serves to increase the potential for human error. d. Understand the expectation for use of the Fundamental Error Elimination Tools and the Situational Error Elimination Tools while doing work. Page 4 of 7 HU Leadership Learning s_rev00.01

5 e. Understand the most powerful aspects/elements of each Error Elimination Tool for reducing human error at its point of use. 54. Become aware of and understand the basic Performance Modes (the cognitive control hierarchy ) and their relationships to the propensity for human error. 55 Be introduced to specific Supervisor and Manager Tools for promoting and sustaining a culture of excellence in human performance. 56. Understand how the Code of Honor process works, and how it serves to transform the culture of an organization. 57. Understand the fundamental characteristics of a high performance team. 58. Recognize the relationship between tight tolerances and high performance. 59. Understand the internal workings of the Gap in human response (Precept #1) relative to personal story and belief system. 60. Identify the three elements that push a conversation into "crucial" space. 61. Recognize the two elements of the "Sucker's Choice". 62. Understand the importance of keeping it "safe" when communications become "crucial". 63. Understand the importance of the requirement for including an accountability item on the Code (such as "Be willing to call and be called") and how to reinforce this when facilitating Code development. 64. Understand the definition of Behavioral Change as it relates to sustainable human performance enhancement. 65. Differentiate between the old paradigm of managing people like things, and the new paradigm of aligned autonomy. 66. Understand the differences between "values" and "principles", including the concept of Organizational Core Principles. 67. Understand / role model the intent and context of Principle-Based Engagement (PBE). 68. Relate the opposing priorities of the underlying fundamentals creating an organization's "safety culture" to the differences between "management" and "leadership". 69. Recognize the relationship between management/supervisor time in the field and performance levels. Page 5 of 7 HU Leadership Learning s_rev00.01

6 70. Understand the three primary areas of focus when conducting an observation. 71. Understand the concepts of drift and "accumulation", and how these are directly addressed by the Practicing Perfection approach. 72. Recognize how the identification and elimination of drift and accumulation relates to the Error Pyramid and achievement of Zero Events. 73. Describe the elements of the Zero Events Formula. 74. Utilize the Zero Events Formula to describe how, when properly aligned, utilized, and reinforced, its elements work together to drive the potential for an Event to occur to essentially zero. 75. Know and apply the four components of the "principle-based mindset" when preparing for and conducting observations. 76. Understand and apply the opportunity and responsibility of mentoring as it relates to the Individual Performance Model. 77. Identify and utilize the three hats of behavioral influence, including their relative effectiveness toward achieving sustainable performance improvement. 78. Recognize, understand, and role model the Vital Behaviors associated with each of the four elements of the HU Factor. 79. Understand and apply the Core Four Model for engaging/mentoring behaviors and performance of workers, peers, and senior personnel, including: a. Recognition and reinforcement of positive behaviors. b. Asking questions to strategically elicit: performance insights the identification of personal and/or organizational drift the presence/accumulation of landmines and/or roadblocks c. Sharing insights relative to key opportunities to: promote awareness of personal / organizational drift identify missed landmines/roadblocks d. The importance of follow-through in assistance of landmine/roadblock removal. 80. Relate the elements of the Viral Accountability formula to transforming organizational culture. 81. Understand how the elements of the HU Factor combine to create the platform for long term sustainable performance improvement. Page 6 of 7 HU Leadership Learning s_rev00.01

7 82. Use the Transformation Conversation worksheet to identify and define your nextlevel performance, including Dangers/Challenges to be eliminated, Opportunities to be captured, and Strengths to be leveraged. 83. Use the HU Blueprint to map your organization's next-level human performance implementation plan 84. Embrace the opportunity to lead and influence by functioning as a trim tab. Page 7 of 7 HU Leadership Learning s_rev00.01