2025 Community of Human and Organizational Learning 31st Annual Conference

HEART HEALTH CONTINENTAL
Orange | Grapefruit | Cranberry Juice | Cucumber and Mint Infused Water
Seasonal Sliced Fruit | Berries
Cottage Cheese
Assortment of Bagels | Cream Cheese | Butter | Preserves
Smoked Salmon 2oz | Tomato | Onion | Capers (GF)
Antioxidant Sliced Blueberry Breakfast Bread
Individual Yogurt, Granola
Chilled Hard Boiled Eggs (GF)
Old Fashioned Oatmeal, Honey, Cinnamon and Raisins
Cheerios & Special K Cereal | 2% | Soy | Almond | Whole Milk

The pandemic has led to an increased resonance surrounding psychosocial risk, highlighting its amplified relevance and prompting greater attention from various stakeholders. We now have international standards on this risk, and safety regulators worldwide are producing guidance and/or regulations to hold organizations accountable.
Brent Sutton and Diane Ah-Chan will present how the HOP Principles are being applied to understand this risk better, how designing better work creates better outcomes, and the role of “human error” and “system conditions” in psychosocial risk events from harassment and bullying to aggression and violence.

Apple Cinnamon Bread
Banana Nut Bread
Hot Water & Assorted Tea
Coffee

Background: 
Prior to 2022, United Airlines, the world’s largest airline by “available seat miles” (ASM), had a self-described “disconnected” approach to root cause analysis and organizational learning. Therefore, in 2022 United set out to identify a vendor to supply them with root cause analysis training, software, and support – primarily focused on Safety and Regulatory Compliance.  After an exhaustive search, they chose Sologic.

The scope of the program was broad.  All Safety incidents and risks would be reviewed using Sologic and Causelink.  Sologic would train the initial round of employees at multiple levels and then train a group of United “certified instructors” to take over from there.  All reportable regulatory issue reviews would also be conducted and reported using Sologic.

Why Applicable to CHOL:
In United’s case, they have truly embraced the learning journey.  They have created a learning “context” that maximizes uptake.  Their leadership, from VP level down, has shown that “how they respond matters.”  This presentation provides a very special and exclusive look “under the hood” of how these kinds of programs gestate, evolve, operate, and improve.

Perhaps most importantly, United is seeing results.  They now have a unified, consistent approach and toolset.  They are getting good uptake and buy-in.  And the regulator has been “extremely supportive” and “energized”.

The story of this journey is both widely applicable and should be interesting to CHOL attendees.  Companies can learn from what worked well for United – as well as what they might do differently next time.  Sologic can share what it’s like from the service provider’s perspective – as well as what we might do differently in the future.

Apple Cinnamon Bread
Banana Nut Bread
Hot Water & Assorted Tea
Coffee

"What created such a resilient response to the Mandalay Bay shooting?
Dr David MacIntyre will share with us his first-hand perspective as the trauma surgeon on call that night at Sunrise Hospital."

NOT OUR 1ST RODEO
Vegetarian Corn Chowder
Appropriate Rolls and condiments based on entrée selections
Tossed Mixed Greens | Tomato | Black Olives | Carrots | Red Onion Croutons
Sweet Potato and Jicama Salad
Sliced Watermelon
Buttermilk Biscuits | Corn Muffins (GF)
ENTREES:
Hamburgers (GF)
Slow Roasted Pulled Pork (GF)
DESSERT
Warm Fruit Cobbler with Whipped Cream

We learn through stories. Social/work groups share stories that inform group members how to stay socially safe from harm from other groups, what you can and cannot say to other groups, what motivates “other” groups, and who you can trust with information.
Not all stories are true! If someone trusted in a social group tells the group a story, it becomes the truth and becomes how groups sustain “truths that aren’t true”. Stories like “employees are our problem”, “the reason we have problems is that employees don’t engage”.
We often see data that validates our assumptions of what is true if we don’t have a way to challenge those assumptions.
In this presentation, the speaker provides 3 steps to understanding engagement through listening and narrative analysis, understanding how to influence group stories to align diverse groups around organisational purpose, and how to tell true stories that build momentum towards a desired future.
Short Description:
Changing the business narrative: Understanding how to
1.    Deconstruct the stories people share to reveal perceived truths, reasons for engagement;
2.    How to build a strategy to positively influence the narrative, &
3. How to build momentum by telling success stories that deliver the future you want to be part of.

MRI celebrates its reputation as 'the safe imaging option,' sometimes to its own detriment. In 2023, a hospital in a prominent healthcare organization experienced a catastrophic, near-fatal MRI accident, which almost evaded regulatory review. Thanks to public investigation records from both CMS and OSHA, a more comprehensive Root Cause Analysis could be done, illuminating failures in management & oversight, ambiguous lines of authority and responsibility, poor training, and normalization of deviance from safety practices. The analysis also suggests a hospital so wrapped up in its patient safety scores and confirmation-seeking that failed to identify longstanding weaknesses in their MRI safety.

This session identifies the specifics of what happened, highlighting the direct and indirect actions of each party, recreating the accident, including scaled representations of the MRI suite and animations of the events, pulled from the official accounts.

Then the presenters will share their RCA of the event, which breaks down the day’s activities to reveal latent, underlying causes and contributing factors, identifying the contributions of faulty training, failures of competency verification, lapses in oversight, and dangerous presumptions that regulatory or accreditation structures provided some assurances of MRI safety at the hospital.

Lastly, the presenters will share a series of identified remedial steps, applying to individuals, the hospital organization, and to the regulatory and oversight structures designed to provide assurances of minimum quality and safety. Without a complete feedback loop that breaks through the ‘safe imaging option’ bumper-sticker slogan and creates change, more accidents like this will happen in the future.

All Speakers, please check in with the Tech team upon arrival or at least the day before you are scheduled to present.

Conference Presentations: Please bring your actual presentation to the conference on a USB DRIVE (PowerPoint or whatever) and connect with the Tech's upon arrival so that we can assure EVERYTHING RUNS CORRECTLY on our computers and your AV needs are met.

This is a critical step to assure our conference program is executed flawlessly.

To arrange a meet-up, stop by the registration desk, Piazza, or reach out by calling or texting:
JOSH INGERSOLL at 303-919-7984
MIKE INGERSOLL at 720-810-6093

Mini Cupcakes
Coffee
Tea

We presented “ChatGPT: the Good, the Bad, the Ugly” in last year’s conference.  This session will provide a one-year update to that presentation. This includes conducting the survey on the awareness and use of Generative AI technologies that was done in last year’s session, to see how the numbers have changed in this rapidly evolving area.
New to this year’s session will be a moderator-led panel discussion among experts and advisors familiar with these technologies.  The panel will then open up to the audience for an interactive discussion and sharing of experiences.

Mini Cupcakes
Coffee
Tea

How do you make this human and organizational performance way of learning from events work in biopharma (or any) manufacturing? Ten to twenty deviations per month, typically 90% minors and the remainder majors, four investigators, 30 day due dates on investigations, leaders that believe 5-Why and Fishbone are helpful, and metrics the industry believes are important such as Deviations Closed On Time, Deviations Per Batch, and Right The First Time. Let's go!

Getting and maintaining a high level of engagement from the frontline can be a challenge.  We will share how spending 15 to 20 minutes in a structured conversation can yield significant results.  Some of these successes include improving leadership and facilitation skills, awareness of the importance of their role to the organization, improving customer response times, driving daily improvements, and building capacity into work.  The ultimate goal is to become a learning organization by understanding the interdependency that naturally exist and fostering alignment.

As organizations adopt New View initiatives, leaders need effective methods to gauge progress in integration. Traditional metrics, while informative, lack contextual depth. Nonetheless, there remains a pressing need for a tool that can assess integration status pinpoint areas for improvement.

To address this need, The Capacity Model (TCM) team at Quanta developed a maturity survey. This survey enables facilitators to gauge maturity levels through group assessments across various thematic sections. Comprising six distinct sections with tailored statements for evaluation, this survey enables each of Quanta’s operating companies to evaluate their progress in integrating the Quanta-specific The Capacity Model into their organizational fabric.

Aligned with the broader suite of offerings within The Capacity Model curriculum, the Maturity Survey aligns with the Readiness Review outlined in the TCM Leadership Playbook. This playbook serves as a foundational resource for leaders, providing insights into the mission, vision, and goals of The Capacity Model, as well as understanding their role in integration efforts. The Readiness Review is where leaders begin to take action by assessing their organization. It requires them to reflect on the blue line of their organization’s culture.

Through assessing the organization's status of integration and identifying areas for improvement, leaders can create a strategy around integration efforts. By evaluating leadership buy-in, human performance fluency calibration, operational learning, controls management and continuous improvement, these surveys provide valuable insights for shaping integration strategies and prioritizing resource allocation.

This presentation walks through the steps of the facilitator to complete the survey, including facilitator attributes that foster an honest and open conversation with leaders. The goal of the survey is to understand the status of integration and to determine 2-3 areas of improvement with actionable steps. The initial score of the survey is the least interesting result. As surveys are completed as part of a recurring process, leaders can assess if they progressed in the areas they previously committed to improving.

Lastly, the presentation outlines Quanta's approach to reviewing survey responses and action items. A dashboard with information reflecting participation, common areas of improvement, and a space to view individual responses is the path Quanta chose. It was previously mentioned that the initial score is the least interesting result. However, as surveys are routinely completed, the score should improve as targeted areas for improvement are addressed.

In conclusion, the development and implementation of the Maturity Survey within Quanta Services' The Capacity Model represent a significant step towards fostering organizational integration and continuous improvement. By drawing upon established foundations from the Leadership Playbook, this survey equips leaders to create a strategy for evaluating progress and identifying areas for improvement. Through strategic alignment with the TCM Leadership Playbook, leaders are empowered to drive meaningful change.

An incident happened.
Miscommunication, misunderstanding, or other complex errors were involved.

How do you learn from it to prevent similar events in the future?

~ Simple techniques like the "Five Whys" often fix the blame, but don't fix the problem.
~ Root Cause Analyses (RCAs) are often too complex and expensive.
~ Learning Teams are popular, but have some unique drawbacks, too.

Join us to get a practical alternative:
Event Reviews.

Q: What does an Event Review do?
A: It helps reveal low-cost, low-risk high-value process improvements from an incident or event, instead of finding fault. An Event Review is more effective than the “5-Whys”, more structured than a Learning Team, and far simpler than an RCA.

Q: How can I get more details on Event Reviews?
A: Yes. Watch the quick intro video, and download the 2-page summary PDF here
https://www.reliableorg.com/eventanalysis — CHOL attendees will also get this one-page quick-reference PDF — https://www.reliableorg.com/event-review-quick-reference-pdf

Q: Are Event Reviews popular?
A: Yes. I recently shared Event Reviews with 1,300+ leaders on a webinar. 160 people gave feedback. 100% found it valuable! See details and quotes here --- https://www.talkadot.com/s/jake709/event-report/84d943fc85a65f40a569d3d828ca57b7

Q: Where else will you be speaking on Event Reviews?
A: I’ll present Event Reviews at the:
~ Energy Safety Canada annual conference in Banff, AB, Canada in April 2024
~ ASSP (American Society of Safety Professionals) Expo in Denver, CO in August 2024

***Also available as a 120-minute keynote. Please call for details 804-301-2063.***

HP journey at Alcoa/Arconic. We were one of the first "non nuke" companies to deploy. It's my view as a person who works the floor and was a past union VP and Committe Person.

"This session will explore what happens when we are publicly shamed and
why organizations should avoid this at all costs."

What if your organization started on the journey of learning about Human Performance, but a seismic shift took it all away?

What if you’ve had your nose in the books and podcasts and you’ve continued moving forward along the “New View” path because it made sense to you, but eventually you found yourself the next municipality over, all by yourself?

How do you bring the organization back to the path, get alignment and encourage forward progress?

This presentation and discussion session is intended to connect with others who may have had a similar experience, or who worry they may find the HOP rug pulled out from under them.

Michelle will share her organization’s story, and how it underwent a significant change shortly after their Human Performance journey began. She will share what has “stuck around” from the initial introduction of HP, the challenges they’ve faced in the years since, and her plans for planting and nurturing the seeds of HOP, even if they grow to provide shade she will never sit in.

She hopes to reserve ample time for an open dialogue with participants to share stories, strategies, techniques and wisdom.

Human and Organizational Performance (H&OP) has many definitions depending on the perspectives of the champion or specialist assigned responsibility for its deployment. If you search Google, you find multiple definitions of H&OP. It may be simply a mental model. This session is an open, roundtable discussion of ideas and opinions. What do you think?

Got questions after the general and breakout sessions? Bring your curiosity back to the ballroom! Press Pass and Go is your opportunity to come to the stage and have a fireside chat with the day’s presenters. This exclusive opportunity is available Tuesday through Thursday only.

Dining IN LAKE LAS VEGAS