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Safety Learning Journeys: Where are we going?. Jim Saveland Program Manager for Human Factors & Risk Mgt Fort Collins, CO November 30, 2011. Evolution of Psychology. Pre-Freud/Jung Descartes/Spinoza William James. Freud/Jung Repressed unconscious Talk therapy. - PowerPoint PPT Presentation
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Safety Learning Journeys:
Where are we going?Jim Saveland
Program Manager for Human Factors & Risk Mgt
Fort Collins, CO November 30, 2011
Pre-Freud/Jung Descartes/Spinoza William James
Evolution of Psychology
Freud/Jung Repressed unconscious Talk therapyBehaviorism Pavlov, Skinner, Watson
Cognitive Revolution CBTEmotion Revolution Adaptive unconscious Mind-Body Positive Psychology
Allan Schore, 2009, 1:42http://www.youtube.com/watch?v=iFSbWuRn-oo&feature=related
SH P
Re2, RiL-D EC/C – ASu,Pe,Re,Se
AnIn
Bullet-Proof
Some of My Trauma History6/11/1979 DC-3 N148Z Crashes in Selway River
Iron – 44August 5, 2008
Dale Uptmor Glover Ridge, 8/22/1984
Bill “JB” Martin, 5/31/1991 RAM Air training jump
South CanyonJuly 6, 1994
Robby Bishop10/15/08
Greg Hill11/20/86N7311Q
9/8/06
Eric Brown06/04/10
Safety
A Passion for…
Can it be cultivated without the trauma?
Safety
Risk
Safety
RiskAnalysi
sIntuitio
n
Dual ProcessesSYSTEM 1
Fast, effortless, automatic, nonconscious, inflexible, heavily contextualized, and undemanding of working memory.
Associative, context-bound, and non-linquistic.
Intuitive Improvisation
SYSTEM 2 Slow, effortful,
controlled, conscious, flexible, decontextualized, and demanding of working memory.
Rule-based, abstract, and involves language
Analytic Planning and
reflecting
Safety
Risk
Performance
Commercial, 0:30http://www.youtube.com/watch?v=iWYRH5jnQBo
Dan Jansen Videos
Resiliency – Looking Forward, 2:24http://www.youtube.com/watch?v=nbzohtyiZP8&feature=relmfu
Benefits of Recovery, 2:24http://www.youtube.com/watch?v=f5mmbYxux1M&feature=relmfu
My Bias - Our mental models of Performance: --guided by sports psychology --informed by trauma psychology
“President Roosevelt, in his address to the Governors at the White House, prophetically remarked that ‘The conservation of our national resources is only preliminary to the largerquestion of national efficiency.’” 1911
What’s Missing???
http://www.youtube.com/watch?v=_l12ByOyzO0&feature=relmfu Jim Loehr and Jack Groppel, 2:15
Health & Safety
RiAnIn
P
SH P
Re2, RiL-D EAn
In
Resilience EngineeringComplex Systems Safety
Sidney Dekker, 3:49http://www.youtube.com/watch?v=mVt9nIf9VJw
Hollnagel Dekker
Jens Rasmussen
Woods Leveson
Klein Damasio
Adapt: Why success always starts with failurehttp://www.thersa.org/events/video/vision-videos/tim-harford
Human ResilienceSpeed of Recovery
Jim Loehr and Jack Groppel, HPI, 2:34http://www.youtube.com/watch?v=-eMYS_yl2wE&feature=fvsr
Comprehensive Soldier Fitness
http://www.army.mil/csf/ http://www.youtube.com/watch?v=MQJvHOeAaU4&feature=related http://www.youtube.com/watch?NR=1&v=hJETXdnZ7TQ
Look for:Importance of ConfidenceRelaxation, Focus, BreathingGoals: result vs. processCoachingImmediate feedbackDifferent perspectivesMental component Cues Mind wanderingSmilingDietBalance stress/recoverySafe environment for noncatastrophic failure
Biathlon: How They Trainhttp://www.youtube.com/watch?v=5XIB7ydkplc
Sustained HighPerformance in Storms
Learning / Development Engagement / Enjoyment
DeliberatePractice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi; Seligman
Development D=(s~o) (Kegan)
Development is a function of the relationship between subject and object (self, other)
Differentiation Maintaining your sense of self in the presence
of people who are important to you
Differentiation – “Holding onto Your Self”
When we have little differentiation, our identity is constructed out of what’s called a reflected sense of self. We need continual contact, validation, and consensus (or disagreement) from others.
Development Socialized mind Self-authoring
mind Self-transforming
mind
Novice Advanced
Beginner Competent Proficient Expert
Kegan & Lahey
Drefus & Dreyfus
Eight Major Components of Enjoyment
A challenging activity that requires skills The merging of action and awareness Clear goals Provides immediate feedback Concentration on the task at hand The paradox of control The loss of self-consciousness The transformation of time
Czikszentmihalyi
Optimal Experience A sense that one’s skills are adequate
to cope with the challenges at hand, in a goal-directed, rule-bound action system that provides clear clues as to how well one is performing. Concentration is so intense that there is no attention left over to think about anything irrelevant, or to worry about problems. Self-consciousness disappears, and the sense of time becomes distorted. An activity that produces such experiences is so gratifying that people are willing to do it for its own sake, with little concern for what they will get out of it, even when it is difficult, or dangerous.
Czikszentmihalyihttp://www.youtube.com/watch?v=qI755iUMtHI&feature=related 2:31
Low
Low
High
High
Skills
Challenges
Apathy BoredomRelaxation
Worry
AnxietyArousal
Control
Flow
Flow
Czikszentmihalyi
PERMA - Flourishing Positive emotion Engagement Relationships Meaning Accomplishment
Well being as a national goal, measuring it, 3:38http://www.youtube.com/watch?v=zKqVy1OUI8E&feature=related
http://www.youtube.com/watch?v=As-g_dwgJig 6:22
http://www.thersa.org/events/video/vision-videos/martin-seligman 24:49
Seligman
Sustained HighPerformance in Storms
Learning / Development Engagement / EnjoymentSocialized mindSelf-authoring mindSelf-transforming mind
Novice, Adv. Beginner, Competent, Proficient, Expert
Flow: Challenging task, concentration,Clear goals, immediate feedbackDeep, effortless involvement, sense of controlConcern for self disappears, sense of timeAltered, Signature strengths
DeliberatePractice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi; Seligman
Sustained HighPerformance in Storms
Learning / Development Engagement / Enjoyment
SpiritualCapacity
Source of motivation,determination, and enduranceDeliberate
Practice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi; Seligman
Sustained HighPerformance in Storms
Learning / Development Engagement / Enjoyment
DeliberatePractice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi; Seligman
Mental CapacityFocuses attention (physical and
emotional energy) on the task at hand
Sustained HighPerformance in Storms
Learning / Development Engagement / Enjoyment
DeliberatePractice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi; Seligman
Emotional CapacityCreates the internal climate that drives Ideal PerformanceState; Self & Social Awareness, Self & Relationship Mgt
Emotions Primary (or basic)
Happiness, Surprise, Fear, Sadness, Disgust, Anger
Social Sympathy, Embarrassment, Jealousy,
Guilt , Shame, Pride, Envy
Emotional Intelligence/Competencies
SelfPersonal competence
OtherSocial competence
Recognition
Self-AwarenessEmotional self-awarenessAccurate self-assessmentSelf-confidence
Social AwarenessEmpathyService orientationOrganizational awareness
Regulation
Self-ManagementSelf-controlTrustworthinessConscientiousnessAdaptabilityAchievement driveInitiative
Relationship ManagementDeveloping othersInfluenceCommunicationConflict managementLeadershipChange catalystBuilding bondsTeamwork & collaboration
Emotions & Feelings Emotion and feeling, albeit part of a
tightly bound cycle, are distinguishable processes.
“Emotions are complex, largely automated programs of actions concocted by evolution. The actions are complemented by a cognitive program that includes certain ideas and modes of cognition, but the world of emotions is largely one of actions carried out in our bodies, from facial expressions and postures to changes in viscera and internal milieu.”
Antonio Damasio
Emotions & Feelings “Feelings of emotion, on the other
hand, are composite perceptions of what happens in our body and mind when we are emoting. As far as the body is concerned, feelings are images of actions rather than actions themselves; the world of feelings is one of perceptions executed in brain maps.”
Antonio Damasio
Emotions & Feelings Emotions play out in the theater of the
body. Feelings play out in the theater of the mind.
Emotions provide a natural means for the brain and mind to evaluate the environment within and around the organism and respond accordingly and adaptively.
An understanding of the neurobiology of emotion and feelings is a key to the formulation of principles and policies capable of reducing human distress and enhancing human flourishing.
Antonio DamasioDamasio video clip, 3:23http://www.youtube.com/watch?v=1wup_K2WN0I
Insular Cortex The insular cortex is situated in the lateral sulcus that
separates the parietal and temporal lobes. It is considered to be part of the limbic system and
thus is involved in emotion. More specifically, the insular cortex is involved in
representing the body and subjective emotional experience. According to Antonio Damasio, the insular cortex helps in the mapping of visceral states that are associated with conscious feelings and with consciousness more generally. For Damasio, emotions are central to homeostasis and the regulation of life processes.
Since homeostasis is about protecting the organism from harmful environmental changes, we can think of the insular cortex as helping to “insulate” the organism from dangerous conditions.
Enhanced performance under stress
Enhanced SA & decision making
Stressful experience + Effective Recovery = Enhanced Resilience
Sustained HighPerformance in Storms
Learning / Development Engagement / Enjoyment
DeliberatePractice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi; Seligman
Physical CapacityBuilds endurance, strength and flexibility;Promotes mental and emotional recovery
Sustained HighPerformance in Storms
Learning / Development
Engagement / Enjoyment
SpiritualCapacity
Source of motivation,determination, and endurance
Mental CapacityFocuses attention (physical and
emotional energy) on the task at hand
Emotional CapacityCreates the internal climate that drives Ideal PerformanceState; Self & Social Awareness, Self & Relationship Mgt
Physical CapacityBuilds endurance, strength and flexibility;Promotes mental and emotional recovery
DeliberatePractice (10K) Feedback
DeliberatePractice (10K) Feedback
Gallwey; Loehr and Schwartz; Kegan & Lahey; Dreyfus & Dreyfus; Ericsson; Csikszentmihalyi, Seligman
PurposeTruthHope-filled Action
Socialized mindSelf-authoring mindSelf-transforming mind
Novice, Adv. Beginner, Competent, Proficient, Expert
Flow: Challenging task, concentration,Clear goals, immediate feedbackDeep, effortless involvement, sense of controlConcern for self disappears, sense of timeAltered, Signature strengths
Min
dful
ness
Mindfulness
Change Process: Ultimate Mission Training Mission Old Story New Story Supporting Rituals Accountability / Support System
SupportNetwork
SH P
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AnIn
Compliance Commitment
Compliance >> Commitment
Mission Command A style of military
command, promoting relatively decentralized command, freedom and speed of action, and initiative, within certain constraints. Subordinates, understanding the commander's intentions, their own missions and the context of those missions, are told what effect they are to achieve and the reason why it needs to be achieved. They then decide within their delegated freedom of action how best to achieve their missions.
FM 6-0
“The New Army: In Command and Out of Control”Scott SnookRet. Col, West Point and Harvard Business School
Accountability Supervisor Peer Reverse Self
“Back in 1981, Major General Jack Galvin told Captain Petraeus that the mostimportant part of the job as an aide was to criticize his boss: ‘It’s my job torun the division, and it’s your job to critique me.’ Petraeus protested but Galvininsisted.”Tim Harford, Adapt: Why success always starts with failure p. 61
Taking Action: Transform SPEC Transform SAIG Transform CISM Transform Wellness Transform Performance Mgt Transform Leadership Tng Transform Measurement Sys Write a Risk Mgt Field Manual Replace “Lord of the Manor”/Serf
mental models with Coach/Athlete mental models
Achieving the ImpossibleDan Jansen and Jim Loehr (3:55)http://www.youtube.com/watch?v=EQFTaMsFkuQ
Roger Bannister May 6, 1954
Jim Loehr, Recovery, 2:53http://www.youtube.com/watch?v=ybfPNevrF00
Adm. Ray Smith and Jim Loehr, Failing Forward (2:09)http://www.youtube.com/watch?v=fqWMsdrynvg&feature=relmfu
Extra Slides
Handouts Human Resilience Reading List Walsh Article Corporate Athlete Article Cornum Article Mindfulness Theory Article
RSA Animate, History of innovation, Steven Johnson, 4:07http://www.youtube.com/watch?v=NugRZGDbPFU&feature=related
RSA Animate, Drive, Daniel Pink, 10:48http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=related
Piano Stairs, 1:48http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=related
Human Performance Spectrum
0Elite
PerformanceDysfunction PTSD Depression Anxiety Adaptation
toSTRESS
LicensedTherapists
ProfessionalCoaches
- Athletes- Special Forces
Peer-Support / Peer-Coaching
TraumaPsychology
Sport & ExercisePsychology
Life-ThreatHelplessnessBetrayal
PurposeAutonomyMastery
AccomplishMission
Learning
Prepare – Do – Reflect
ReflectPrepareOutcome:GoodRoutineBad - Miss - False AlarmUgly
- Expertise- Intuition- Improvisation- Surprise- Mindsight/ Body Sensation- Emotion Regulation
System 1 S 2
Self- Confidence Self- Compassion
Leader’s IntentGoalsAssessmentsVisualizationDesign/PlanSystems ViewControlled ExperimentsDeliberate Practice
“Pre-mortem”AbileneBig Hole AAR
Journaling
S 1 System 2 S 1 System 2
Theory / Worldview / Cultural Matrix (Pragmatism)
Data Analysis
Storytelling
AccomplishMission
Learning
Prepare – Do – Reflect (MMFT)
ReflectPrepareOutcome:GoodRoutineBad - Miss - False AlarmUgly
- Expertise- Intuition- Improvisation- Surprise- Mindsight/ Body Sensation- Emotion Regulation
System 1 S 2
Self- Confidence Self- Compassion
Leader’s IntentGoalsAssessmentsVisualizationDesign/PlanSystems ViewControlled ExperimentsDeliberate Practice
“Pre-mortem”AbileneBig Hole AAR
Journaling
Theory / Worldview / Cultural Matrix (Pragmatism)
Data Analysis
Storytelling
S 1 System 2 S 1 System 2
Human Intuition Sometimes marvelous (Naturalistic
Decision Making - NDM), sometimes flawed (Heuristics & Biases - HB)
Simon (1992) offered a concise definition of skilled intuition that we both endorse: “The situation has provided a cue: This cue has given the expert access to information stored in memory, and the information provides the answer. Intuition is nothing more and nothing less than recognition” (p. 155). The model of intuition as recognition is helpful in several ways. First, it demystifies intuition.
Conditions for Intuitive ExpertiseDaniel Kahneman and Gary KleinAmerican Psychologist, Sep 2009
Goals Conscious/Unconscious Outcome – e.g. placement in a race,
“top 20” Performance – e.g. certain time, “run
a 40 min 10K” Process – e.g. how you compete,
“maintain form” Long/Short-term (macro >16wks,
meso, micro <14 days) Daily training goals – building self-
confidence SMART
“There are only two ways to get fired at Harrah’s Entertainment: One is to steal from the company, and the other is to run an experiment without a control.” – Gary Loveman
Everything is Obvious by Duncan Watts andHBR interview with Michael J. Mauboussin, Embracing Complexity, Sep. 2011
Science First What’s the theory (behind the
scenes)? What’s the body of empirical
scientific evidence? Are you doing controlled
experiments? Run any simulations?
(or otherwise testing your hypothesis/assumptions
Question everything! Skeptic – raise questions and cast doubt
on what others believe to be true Critic – analyze and make judgments
based on careful observation and thoughtful reflection
Towards a “Truly” Scientific Management: The Concept of
Organization Health Spirit of inquiry, Commitment to truth Scientific Attitude
Hypothetical Spirit Experimentalism
Organizations as adaptive structures coping with various environments
Effectiveness – competence, mastery, problem solving
Intergroup conflict and action researchWarren Bennis 1962
Frederick Winslow TaylorPrinciples of Scientific Management, 1911
Science FirstTravel Caps?
What’s the theory? What’s the body of empirical
scientific evidence? Are you doing controlled
experiments? Run any simulations?