Accident analysis – Reason’s Model how does this apply in Life

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What can we learn from Accident Investigation in our own lives?  And, what valuable life lessons can we use daily?

Dr. Reason provided a model that has become known as the Swiss Cheese layers for accident prevention. His example demonstrates how a  variety of processes can interrupt the chain of events leading to an accident.  However each step set in place no matter how close to perfection,  has holes (like swiss cheese) and when the holes line up, a chain of events that can lead to an accident may occur.

So, when it comes to our own lives, what can we do to ensure a safe and desired outcome – in any endeavour?

1. Build layers of protection into our lives.

Here are some examples. We can think of healthy exercise, proper eating, and rest, as layers of defence against disease and illness.  Or, planning our budget, building a savings and investment portfolio to assure financial independence when we no are no longer able or have the desire to work.

2.  Pre conditions.

Fatigue, complacency, attitude, beliefs.  These behaviours can set us up for a disaster.  Samples include: Allowing insurance policies to lapse, driving while tired, believing preparation is unnecessary without regard to the potential failures and hazards. These can all result in reduced layers of protection.

3. Unsafe acts.

Most of us have survived some pretty foolish acts.  Perhaps it involved excessive alcohol/drugs, a daredevil stunt or simply ignoring an obvious precaution.

These are just a few of the latent or active failures that allow an accident chain to breach through all of the layers of defence.

We not only want to have a healthy successful life, but we also enjoy the journey when we can overcome challenges and risk.   The greater the challenges, often results in the most satisfying rewards.

Smart risk therefore, is when we consider the hazards, plan our defences and then tackle the challenge with the confidence that we have put effective planning and preparation in place.

To have a truly exciting and satisfying life we must occasionally take actions that expose us to risk.  It is also most satisfying when we can achieve difficult goals by skillfully navigating through various challenges and hazards.

By creating effective layers of protection as demonstrated in Dr. Reason’s model, we can confidently take the risks required to achieve our goals.

 

6 Steps to Better Decisions

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Where do we start with our decision making?  Have we thought about it?  Do we have time to think about it?  After all a decision is demanded of us  – and soon.

Identify the problem. Is there a problem? What are the threats. What is the timeline? Who and what will be impacted? In military terms we gather intelligence, identify the threats, determine axis of attack, assess environmental factors, determine the optimum ingress and egress routes and develop contingency plans.  This planning process involves information gathering.  Sometimes the problem is very simple – or it can be dreadfully complex.

Here is an example of 6 steps.

  1. Identify the objective
  2. Evaluate the threats
  3. Analyze the options
  4. Chose the best course of action
  5. Execute the decision
  6. Record, evaluate, debrief

These may seem like a  military style list for decision-making, yet we can easily use it in our own lives and the principles still apply.

  1. First you need to understand what it is that the decision pertains to, i.e. your understanding of the problem and the need to make a decision.  Look ahead and attempt to predict what impact will occur if no action is taken.  This provides the motivation to move to the next steps.
  2.  Intelligence gathering is the method that Militaries analyze and evaluate the threats.  As we have now analysed the problem and decided that some action may be necessary, we need to gain as much ‘intel’ as possible in the context of making the best choice in our decision.  Threats are not only enemy defences but can include environmental conditions, equipment and training limitations of our personnel, communication limitations or anything that can have an impact on the outcome of our actions. Time becomes an element that limits your research. However, overlooking this step is the biggest cause of failure and regret down the road.  How often have we seen the consequences of poor decisions where the subject uses the feeble excuse of ‘I didn’t realize that?’
  3. Analysis – aah, death by analysis.  It can be paralysing.  In our example, we simply weigh the value of each factor.  Environment, resources, risks and benefits all play into our judgement.  This third step has 3 subsets.
        • a. Weigh the relevant factors. This assures that we are giving appropriate priority to the elements that impact each choice.
        • b. Next you need to consider how the factors that impact your decision. This includes even the lower priority factors in (a.)
        • c. Finally, evaluate the benefits and risks of each choice available.
  1. Choose. This is often the most difficult for many.  Choosing. Did you analyze correctly? Are you missing key information? Did you consult and collaborate? If you have doubts on these questions then it will be an anxious choice indeed.  The less time available, the more you need to leverage your research by enlisting the help of others. We often think and behave with the philosophy that we can’t afford the time to ask others.  Be careful. Is that true or are you simply afraid they may not agree with your prognosis.
  2. Action. It’s time to ‘shoot the puck’.  You will never know whether your choice is correct until it turns into action. This will lead to a best option and finally the act of taking action on your decision. If you are still hesitant at this crucial time, I suggest that you ‘trust your gut’.  I have used this many times when I have dilemmas and the analysis doesn’t provide the convincing argument.  I simply lie back on a bed, with hands at my side and eyes closed.  I imagine or visualize either option, and try not to argue the benefits or risks. I simply ‘feel’ the effects of each scenario.  It often becomes crystal clear in a matter of seconds.  (Disclaimer – It has worked for me.  I make no claim you will have the same results or your decision was best with this method).  That said, it is an amazing feeling to have that clarity when it happens.
  3. Debrief. Many people fail to take this opportunity. Post game analysis is essential to making better choices in the future. It warrants your time and effort. If you were successful, the serotonin kick your body provides you and your team is worthy of celebration. You should also capture all of the factors that helped you in that choice.  If it was the wrong decision, you have just created a fabulous learning opportunity.  Great leaders, inventors and creators have all failed and often.  Don’t cheat yourself.

It’s OK to make a wrong choice. Guess what? We’re human! Let’s just make sure it wasn’t as a result of poor effort. The secret is to practice making decisions. That sounds strange but the impact of making deliberate decisions following these steps will make you better and better at ‘knocking them out of the park’.

 

 

 

 

 

 

 

 

Where do we start with our decision making?  Have we thought about it?  Do we have time to think about it?  After all a decision is demanded of us  – and soon.

Identify the problem. Is there a problem? What are the threats?  What is the timeline?  Who and what will be impacted? In military terms we may gather intelligence, identify the threats, determine axis of attack, assess environmental factors, determine the optimum ingress and egress routes and develop contingency plans. This planning process involves information gathering. Sometimes the problem is very simple – or it can be dreadfully complex.

Here is an example of 6 steps.

                  1. Identify the objective
                  2. Evaluate the threats
                  3. Analyze the options
                  4. Chose the best course of action
                  5. Execute the decision
                  6. Record, evaluate, debrief

These may seem like a military style list for decision-making, yet we can easily use it in our own lives and the principles still apply.

                  1. Identify. First you need to understand what it is that the decision pertains to, i.e. your understanding of the problem and the need to make a decision. Look ahead and attempt to predict what impact will occur if no action is taken. This provides the motivation to move to the next steps.
                  1. Evaluate. Intelligence gathering is the method that Militaries analyze and evaluate the threats. As we have now analysed the problem and decided that some action may be necessary, we need to gain as much ‘intel’ as possible in the context of making the best choice in our decision. Threats are not only enemy defences but can include environmental conditions, equipment and training limitations of our personnel, communication limitations or anything that can have an impact on the outcome of our actions. Time becomes an element that limits your research. However, overlooking this step is the biggest cause of failure and regret down the road. How often have we seen the consequences of poor decisions where the subject uses the feeble excuse of ‘I didn’t realize that?’
                  1. Analysis – aah, death by analysis. It can be paralysing. In our example, we simply weigh the value of each factor. Environment, resources, risks and benefits all play into our judgement. This third step has 3 subsets.
                  • a. Weigh the relevant factors. This assures that we are giving appropriate priority to the elements that impact each choice.
                  • b. Next you need to consider how the factors that impact your decision. This includes even the lower priority factors in (a.)
                  • c. Finally, evaluate the benefits and risks of each choice available..

 

                  1. Choose. This is often the most difficult for many. Choosing. Did you analyze correctly? Are you missing key information? Did you consult and collaborate? If you have doubts on these       questions then it will be an anxious choice indeed. The less time available, the more you need to leverage your research by enlisting the help of others. We often think and behave with the philosophy that we can’t afford the time to ask others. Be careful. Is that true or are you simply afraid they may not agree with your prognosis.

 

          1. Action. It’s time to ‘shoot the puck’. You will never know whether your choice is correct until it turns into action. This will lead to a best option and finally the act of taking action on your decision. If you are still hesitant at this crucial time, I suggest that you ‘trust your gut’. I have used this many times when I have dilemmas and the analysis doesn’t provide the convincing argument. I simply lie back on a bed, with hands at my side and eyes closed. I imagine or visualize either option, and try not to argue the benefits or risks. I simply ‘feel’ the effects of each scenario. It often becomes crystal clear in a matter of seconds. (Disclaimer – It has worked for me. I make no claim you will have the same results or your decision was best with this method).
                1. That said, it is an amazing feeling to have that clarity when it happens.6.             Debrief. Many people fail to take this opportunity. Post game analysis is essential to making better choices in the future. It warrants your time and effort. If you were successful, the serotonin kick your body provides you and your team is worthy of celebration. You should also capture all of the factors that helped you in that choice. If it was the wrong decision, you have just created a fabulous learning opportunity. Great leaders, inventors and creators have all failed and often. Don’t cheat yourself.It’s OK to make a wrong choice. Guess what? We’re human! Let’s just make sure it wasn’t as a result of poor effort. The secret is to practice making decisions. That sounds strange but the impact of making deliberate decisions following these steps will make you better and better at ‘knocking them out of the park’.

How Pilots Make Decisions

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We last spoke of the tremendous responsibilities of people who hold positions of Authority.  They are often successful if they have made a habit of making decisions and taking stock on the outcomes of their choices.

Aviators are tasked to work in a complex environment that changes rapidly, and has inherent risks that require critical decisions having outcomes with major impact, including loss of life.

To operate successfully, pilots require training and skills that mitigate the risks and ensure optimum outcomes regardless of the challenges presented.

One of the skills involves decision making.  Rapid decision making is often the only option.  The correct choice can have a critical impact and needs to be taken with the utmost of care.  So, does this sound daunting and impossible?

If you are initially thrown into this environment then clearly the results would not go favourably. Training becomes the foundation for success.  In addition, a mindset of discipline, responsibility and priority action play essential roles as well.

As we explore these concepts, we discover that they apply to us on a daily basis.

Those who drive a car in traffic, adverse weather, unfamiliar freeways interchanges are called upon to make critical decisions involving limited time.

Workplace demands involving crucial negotiations may force you into positions where the response time is compressed and you are provided with little choice but the decision to act. Let’s not forget that taking no action is a decision in itself and will have consequences either way.

So, how do we train ourselves and our team to respond in the best possible way before the crisis occurs?   What principles and values do we absorb into our operations to ensure the most effective results at critical times? Effective leaders just as Aircraft Commanders, know the path – and lead the team to enhance their power throughout any challenge. Next post, we can share 6 steps to better decisions.

“Big Leadership” principles

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Big Leadership is a term used by Major General Perry M. Smith, retired USAF.  General Smith is an author and speaking coach on Leadership.

His premise holds that many leaders in the high ranking positions follow not only the main principles of leadership but must exercise vision, long term thinking sometimes referred to as strategic planning, and take bold initiatives often with less than the full information on a problem.  They must also be motivators down through many organizational layers by developing a foundational culture of delegation and empowerment.

Another feature Smith holds high is the concept of Ethics.  Many senior leaders understand that their decisions have a significant impact on many people yet they are routinely challenged by ethical dilemmas to bend the high road for what is perceived to be for the greater good.  This seldom serves the leader or the organization and General Smith’s advise is to stop this ill perceived behaviour rapidly.  Greater long-term respect will result.

A vital behaviour demanded by these high positions involve avoiding micromanagement.  Learn to speed read and use dictation.  Ask for plenty of feedback.  Ask good questions.   For example, can you tell me from your perspective anything that I may have missed in this discussion that may lead to a better alternative – or cause further problems?

His article written  in the late 1980s still holds great value today.  He ended it with with these quotes.

General Smith’s favourite “one-liners” for senior leaders.

Proverbs: “Where there is no vision, the people perish.”

Gen Matthew Ridgway: “My greatest contribution as

Chief of Staff was nourishing the mavericks.”

Max Depree: “We cannot become what we need to be by

remaining what we are.”

Jim Stockdale: “Strange as it sounds, great leaders gain

authority by giving it away.”

Benjamin Disraeli: “The secret to success is the constancy

of purpose.”

Anonymous: “I am interested in the future because that

is where I intend to spend the rest of my life.”

Times are changing more rapidly than ever but there are fundamentals of leadership that always pertain.  Leadership doctrine – immutable truths that transcend the passage of time.  Wow how’s that for a heavy testament?

Time to lighten up.  Next time….

Leadership and the Responsibilities of Authority

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Leadership is a great topic for discussion.  Like it or not, we are exposed to many examples of leadership (or lack of it) in our daily lives.

So when we look at the highest level of who we call “leaders”, it is often with wonder and occasionally with contempt.  Why is that?

The responsibility of someone in authority carries a heavy burden and they are held in great accountability.  As social animals we accept that we sometimes require someone in charge. That individual who has the skills and competency to carry us as a group through challenging times.

The head of state – Prime Minister or President are the most obvious examples. They hold the power to direct the outcome of their peoples.  Their actions are viewed with a critical eye.  The perception held by their followers can have a profound outcome on their success.

As the previous post suggested, leadership is within all of our reach.  But being designated as ‘The Leader’ is often a positional assignment – or authority.

This authorization to hold a position and influence the outcome of an organization or even a society carries massive responsibilities.  Unlike the leadership practices that many of us provide to our immediate subordinates, peers or children, these high level assignments do not permit one to make errors without great risk.

Positions of authority often require the leader to take action without all of the information.  In Military terms, a General may be only given certain pieces of intelligence and must use every bit of knowledge he can muster in the time provided to be decisive and accurate.  ‘Risk management or the fog of war are terms that relate to what occurs for CEOs and Presidents and occasionally even those in lesser positions of authority when timely action is required without the benefit of full background intelligence or knowledge.

So, how does one become competent at holding positions of authority?

One way is to practice making decisions. This sounds odd but we conduct decision making everyday. We just don’t think about it. Good leaders, learn from their decisions. They practice this art and analyze what works and what doesn’t. They also appreciate the impact of their decisions. Not only on the objectives but also on the emotional impact of others.  This is not a ‘touchy – feely’ kind of emotion.  All people make their decisions based upon emotion – even if we couch it with terms like logic, analysis and objectivity.  The final action to execute a decision is an emotional one and – like it or not – it follows with an emotional impact on ourselves and on others.  Marketing people understand this.  They know that even if you decide to buy a beige Volvo for all of the safe and logical reasons; the purchase is an emotional one.  Successful leaders also recognize this.  That is how many of them have been able to influence their armies and their masses throughout the ages.

So I suggest you can practice and be conscious of your decisions.  But by all means make them.  Pilots are well trained in decision making and this serves them very well both in the air and on the ground.

Our next topic will bring some insight into what Maj Gen Perry M. Smith, retired USAF would term ‘Big Leadership’.

Management vs. Leadership

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Managers as leaders?  Of course they are.  But so are many others in an organization.  It’s been said that managers look after things, and leaders look after people.  Logic might suggest, that if the tasks don’t involve other people, then there is no requirement for leadership.

Now Stephen Covey relates a great story in his book The 7 Habits of Highly Effective People –a group is tasked to clear a path through the jungle.  The manager organizes each task such as sharpening machetes, removing brush and making schedules for the workers.  The leader climbs a tall ladder and looks over the top of the canopy.  After scanning the horizon, he shouts down, ‘Wrong jungle!”  To which the manager replies – “Shut up – We’re making progress!”

This story illustrates a somewhat narrow perspective of how a manager may doggedly work to carry out an assignment without questioning the purpose, goal or even its effectiveness.  But this is only one example of the difference between the leadership and managers.

The role of manager is an assignment giving one authority over others.  The purpose is to organize and direct all resources – including people – to complete tasks efficiently.  Management is based upon the assumption that once more than a few people are assigned a task or objective; there is a requirement to have an individual with authority to direct activities.  For example in the army you may have a fire team of a few soldiers working independently. Once they require more soldiers, a supervisor – corporal is assigned to lead a squad of say 8-13 soldiers. When several squads combine they require a Sergeant for a platoon and so on. The terms and numbers may well vary among nations.

The second perspective is that all people are at times leaders and they don’t need formal authority to exercise this skill.  For example, we all have a way of leading others within our ‘circle of influence’.  An example may be when we help a fellow worker, or set an example by taking initiative that gets noticed by others. These can have an impact and may inspire others to take action.  This influence of changing other people’s behaviour not often credited to good leadership – and yet it may occur at almost anytime that we are in contact with others.

So, managers are leaders.  But as my son once told me when he was only 12….”Dad, just remember you’re ‘special’ and ‘unique’ – ….. just like everybody else”.   Next time you have a chance to observe a manager (or anyone with authority), notice how they perform.  Do they rely on their authority or their leadership? And how easy is it for others to recognize the difference?

In the next topic we address how we often think of leaders as people in power and control.  And yet this may only be a result of their given authority.  We will discuss the responsibilities of authority.

Leadership – the Civilized Animal

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Why is it that we deny our animal instincts?  Is it that we feel superior to the beasts in this wonderful world?

What natural behaviours can we observe in animals that help us reflect on our own desires – and ultimately our behaviour?

For leadership, I suggest we look at a variety of  ‘social animals’.  It is in this context that we may discover why we feel and react as we do when it comes to leadership.

Some speakers such as Simon Sinek articulate this point with great clarity.  His TED talk resonates with my own values on leadership.  Perhaps it is because I have been cut from the ‘Fighter Aviation’ cloth where leadership is valued and cultivated throughout our professional lives.

But it is the animal world where we can observe how the pack instincts behave for the benefit of the many.  Whether this is in our community, family, business, or educational institution, we have a natural behavioural instinct and thus organize our structures to support leaders and followers.

When we stray from these natural behaviours and patterns, we quickly discover that we are falling ‘off purpose’.  Our performance suffers and our harmony stumbles and ceases to resonate with the safety and success of our collective wellbeing.

What leadership behaviours do you find in your organisation that emulate a wolf pack?

 

 

Pilot Announcements Part 1

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I didn’t always know much about public speaking but as an Airline Pilot I did know how NOT to make an announcement.

“Ladies and Gentlemen: I hope you are enjoying your flight.  For those of you on the right side of the aircraft, you have a magnificent view of Niagara Falls.  One of nature’s greatest wonders. Notice from your unique vantage point that you can take in all of it’s glorious splendour – yada yada….  And for those of you on the left side of the aircraft?  Well … you should have booked your seat on the right.”

Funny but – to isolate a portion of your audience is both unfair and breaks trust.  And in the airline business, the marketing leverage of the pilot is – trust.

I also got a kick out of a story where the pilot of a smaller airliner encouraged all to  take a peak out the right window and with caution but curiosity, the passengers unstrapped and stepped across the aisle leaning on their neighbor’s armrest to catch the view.  When most were in position, he banked the aircraft to the right and proclaimed with urgency – ‘Not all at once!’.  A terrible practical joke to nervous passengers –

Building trust?  Hmm.

Until next time,  ‘Fasten your Seat belts, sit back and relax..”