PowerPoint Presentation

Organisational Resilience following a Major DisasterMr. David G. BroadbentB.A.(Hons), M.A.P.S., F.A.I.M., F.I.S.Q.E.M.

Safety PsychologistTransformationalSafety.Com

Types of of Major Disaster ScenariosNatural Types of Disasters

Agricultural diseases & pestsDamaging WindsDrought and water shortageEarthquakesEmergency diseases (pandemic influenza)Extreme heatFloods and flash floodsHailHurricanes and tropical stormsLandslides & debris flowThunderstorms and lightingTornadoesTsunamisWildfireWinter and ice stormsSinkholes TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterTypes of of Major Disaster ScenariosMan-Made and Technological Types of DisastersHazardous materialsPower service disruption & blackoutNuclear power plant and nuclear blastRadiological emergenciesDisease/sChemical threat and biological weaponsCyber attacksExplosionFiresCivil unrest TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterOrganisational Resilience following a Major Disaster

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterImpacts of Major Disaster Scenarios - IndividualIntrusive symptomsPersistently re-experiencing the event in thoughts, images, recollections, daydreams, and/or nightmares Feeling upset, distressed and/or anxious in the presence of reminders of the event Avoidance symptomsAvoiding places, thoughts, conversations and/or people associated with the event Problems recalling some aspects of the event Losing interest in formerly enjoyable and important activities of life Feeling removed from other people Feeling numb TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterImpacts of Major Disaster ScenariosArousal symptomsBeing on the alert for danger Being jumpy and easily startled Experiencing sleep disturbances (such as not being able to get to sleep, waking up often, or having vivid dreams or nightmares) Difficulty concentrating Irritability or angry outbursts TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterImpacts of Major Disaster Scenarios - OrganisationalRigidity of the organization when proposing change or a new direction. Broken connections, between for instance older employees and newer employees that despite mutual willingness, can't be put back together again. No flow between different divisions of an organization or between the organization and the outside world. It's difficult to have flow when there are broken connections. The organization or the department appears to be standing still in time. Large groups of people in the organisation are focused on the past instead of the future. High degree of staff turnover and exponential increase in people management costs.Significant decline in operational integrity increased risk of recurrence

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major Disaster

This cannot be allowed to continue!It is organisationally irresponsible!It is ethically irresponsible to expose our people to the ongoing effects of Major Disasters!From every perspective we have an organisational responsibility (both corporate and ethical) to mitigate loss and strive toward recovery (both corporate and ethical).

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterWhat is Resilience and why does it matterResilience is generally viewed as the ability to positively adapt and/or bounce back from adverse situations Staying positive when the going gets tough. Hamel and Valikangas (2003) capture this well:Resilience is not about responding to a one time crisis... Its about continuously anticipating and adjusting... It is about having the capacity for change before the need for change becomes obviousThe Goal is an organization that is constantly making its future rather than defending its past TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterDo we really need to be concerned about this?The Black SwanRare (outside the bounds of known likelihoods)Unpredictable (unable to anticipate)Severe (unprecedented impact)Event (good or bad)

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterJust a few Black Swan Disasters?Challenger (7) / Columbia (7)Deepwater Horizon (11)Texas City (15)Chernobyl (>56)United 232 (108)Kansas City Hyatt (114)Piper Alpha (167)Herald of Free Enterprise (186)Tenerife (583)Bhopal (>2200)

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterResilience Engineering (RE)Resilience the ability to adjust its functioning to sustain operations during expected conditions and in the face of escalating demands, disturbances, and unforeseen circumstances.Resilience Engineering the tools that promote resilience: anticipate, monitor, respond, learn

Erik HollnagelEditor: Resilience Engineering Perspectives Volume 1:Remaining Sensitive to the Possibility of Failure TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterThe Resilience Engineering (RE) HallmarksAnticipate knowing what to expect;long-term threats and opportunitiesMonitor knowing what to look for;near-term developments and threats (critical steps)Respond knowing what to do;capable of addressing expected and unexpected conditionsLearn knowing what has happened (experience) and what to change (improvement)

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterHigh Reliability Operations(HRO)HROs are organisations that function effectively under challenging multi hazard environments yet manage to get the job done over sustained periods of time with minimal, if any, negative event occurring. They are known for making good decisions that consistently result in safe and reliable operations.David G BroadbentDirector: TransformationoanlSafety.comSafety at the Sharp End, Johannesburg, SOUTH AFRICA, 2012

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterThe High Reliability Operations (RE) HallmarksPreoccupation with FailureWhen near-misses occur, these are viewed as evidence of systems that should be improved to reduce the potential for accidents/disaster. Rather than viewing near-misses as proof that the system has effective safeguards (a false belief), they are viewed as symptomatic of areas in need of more attention.Reluctance to SimplifySimple processes are good, but simplistic explanations for why things work or fail are risky. Avoiding overly simple explanations of failure (unqualified staff, inadequate training, communication breakdown, etc.) is essential in order to understand the true reasons why bad things happenSensitivity to OperationsPreserving constant awareness by leaders and staff of the state of the systems and processes that affect the integrity of the operaion/s. This awareness is key to noting risks and preventing them.

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterThe High Reliability Operations (RE) HallmarksCommitment to ResilienceLeaders and all employees need to be effectively trained, and prepared, to know how to respond when system failures do occur.Deference to ExpertiseLeaders and supervisors, must be willing to listen and respond to the insights of staff who know how processes really work. If this is lacking shall not be a culture in which high reliability is possible.

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterThe Causes of Tomorrows Disasters Exist Today!

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterWhat are the advantages of combining RE & HRO to achieve Organisational Resilience?RE emphasizes adapting to maintain success.HRO emphasizes reliability avoiding failure.Fundamentally, the only difference is PERSPECTIVE!

Together they provide Exothermic Protection coupled with unprecedented ability to maintain a high level of Resilience following your Black Swan (Major Disaster)

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterThings to REMEMBER?Performance conditions are always imperfect: resources and time are finite, training and procedures are incomplete, and planning is approximate.The reliability of individual components or subsystems cannot always effectively predict how they combine to create unique pathways to system failure.Safety is what you do, not what you have (continuous adaptation to changes and disruptionsit must be core business not an add-on).People create safety within inherently imperfect systems.

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major DisasterThings to DO?Make boundaries explicit, and build a preoccupation with failure.Give people coping skills (adaptive capacities) at boundaries.When introducing change, avoid introduction of local factors that intensify volatility for the front-line worker, (control) and preserve local factors that support flexibility in off-normal conditions (adaptability).Pay attention to: avoiding human failures at critical steps, and improving system health (removing the accumulation of latent system weaknesses)Expand Human Error from a myopic operational focus to an organizational focus.Monitor how you monitor system health and safety. TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major Disaster

TransformationalSafety.ComTechnical Session # 4ATopic : Organisational Resilience following a Major DisasterOrganisational Resilience following a Major Disaster