Innovations in High Reliability Organisational Decision Making & Behaviours

The behaviours and decision making of High Reliability Organisations (HRO's) have been researched for years, although coveted, leaders still struggle to operationalise these in ways that get results. Our research and diagnostic results have indicated that awareness and understanding of the types of behaviours needed to prevent low probability high consequence events is not as it should be. A cultural shift where organisations view safety as the prescence of barriers not the absence of incidents is still to be acheived. Thinking, behaving and acting proactively in this way takes knowledge and understanding, tools and discipline.

In the following webinar we discuss the decision making and behaviours needed from both leaders and workforce to mature our clients culture toward High Reliability Organisation performance. We discuss in particular how HRO's develop collective mindfulness to detect weak signals, how operational discipline is used to ensure deviation is not normalised and therefore becomes the cultural norm.

Process Safety: Competence or Culture?

One of the biggest challenges to high hazard industries is a team's ability to recognise and respond to the low probability high consequence events.

A number of our clients expressed a strong desire to create a process safety culture that promotes "thinking" as well as a motivation toward realising that "safety isn't the absence of incidents it's the presence of barriers".

Eddie McCullough introduces aspects of our 'Understanding Major Accident Hazards' workshop and discusses how we have helped our clients to change decision making and behaviours around major accident hazard prevention.

"We are certainly seeing the rewards from putting our workforce through this workshop" - Stuart Taylor, Maintenance & Operations Support Manager, Apache North Sea Ltd

Operationalising the Safety Case

Operationalise the Safety Case

Aspects of Resilience


Chronic Unease


What's in the Workshop