2025 Community of Human and Organizational Learning 31st Annual Conference

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?