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Human Performance

Fundamentals

Algonquin College Presentation 2025

Human Performance truths that can improve our Safety Culture

Human Performance 2023 APRIL 22

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What is Human Performance

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Safety as a Priority – Framework For What We Do

What we Prescribe – What we want to happen. (What we say we do).

The “R-Results in the HP=W(R+B)

PPE&C
Safety Equipment – The Tools of our trade
Procedures – In-Hand, Reference Use, Information Use
Forms/Checklists – JHA’s, OTO, HEC (LOTO), PJB’s ect.
Regulations – CNSC, Site Licensing Agreements
Training and Presentations

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Healthy Safety Cultures – Our Values, Beliefs

Our Values our Beliefs our Decisions decide What We Do. The “B and the W-Why and Behaviors” in the HP=W(R+B)

Safety is our number one core value, and we project it in everything we do.
As a learning organization, to learn about what we do, we must have a place to report error without fear of retribution
H.S.C. put people’s safety over production and timelines
Effective Open Communication
Trust, respect, empathy, a community,
HU-Principles (Blame Free Environments, Deliberate Learning in between events, People make mistakes, Trust and Respect permeate our workplace.

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Prioritizing Safety-vs-Having Safety as our #1 Core Value

Safety – Prioritizing our prescription for safety. (What we say we do)

Safety Culture – Valuing safety and projecting it in everything we do.

(Predicts what we will do “Behavior” and defines our “Why” we do it)

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Open with Safety vs Safety Culture

Moving from Safety to SC – Watch Example, valuing safety and projecting it into our processes

“Safety is our overriding #1 Priority, Prioritizing Safety Looks like (WHAT WE SAY WE DO)

Priorities are dynamic, there are many factors why we don’t prioritize safety they change and are influenced by: external pressures, time lines, deadlines and rewards for getting things done ahead of schedule! Human Factors, Work Factors and Org factors.

Oxford Dictionary Definition of Prioritizing Determine the order for dealing with (a series of items or tasks) according to their relative importance There should be no prioritizing it should already be our number ONE!

Value Definition: Value is a fundamental belief that guide our attitudes, choices and actions. A person’s principles or standards of behavior, one’s judgement of what is important in life.

Sleep in story.

“Safety is our number one Core Value” Value Safety and project it in everything we do.

Core Values are our fundamental beliefs. Our Strategy, we wear it like a coat, we share it, it is woven into the fabric

Consistency: Safety practices and principles are consistently applied, regardless of external pressures or priority changes.

Empowerment: Employees at all levels feel empowered to take action on safety concerns, knowing their voices will be heard and valued. STOP/PAUSE culture

Integration and Engagment: Safety is integrated into all aspects of the organization’s operations, from planning and design to execution and review.

Leadership Commitment: Leaders model safety behaviors and make clear that safety is non-negotiable, reinforcing its status as a core value.

Conclusion . It reflects an organization’s commitment to the well-being of its people and The debate between safety as a priority and a core value is more than semantics the sustainability of its operations.

While treating safety as a priority can yield short-term gains, embedding safety as a core value ensures a lasting impact, fostering an environment where safety is woven into the organization’s very fabric. Achieving this transformation requires a concerted effort from all levels of the organization, led by a committed leadership and supported by an engaged workforce.

The good news is: Our group is already made up of emapathetic caring people who believe in this! We need to grow this value!! Think of ways to integrate our VALUE’s in everything we do!! Measure events that didn’t happen! As we watch the number of non-occurance grow we will see the numbers of significant events decrease! That is our measuring stick!

Special Thanks! To your management team for inviting me here!!

For STOP/PAUSE – Capturing work stoppage conditions, most of these were, Outside of IWC (Process), Scope, JHA ect…

Cory Vincent, Nathan Benkhe, Rachel Lemieux, Nancy Carroll, Laura Echevarria Agra, Louis Hannaford, Lachlan Sherwood,

THANK YOU: Most of these stoppage conditions were headed for an unwanted event!! Some of them quite possibly saved lives, from missing rails on scaffolding, improper equipment, missing SME’s and trades professionals, Improper or missing PPE etc…

Also… been with CNL for 24 years…… I have seen our culture change and OSH is a huge part of that!!! I remember walking through buildings as a young officer thinking, I am supposed to be in here LOL

Speaker Notes For OSH

Open with Safety vs Safety Culture!

Proposing a new way to think about Safety. Stop Prioritizing Safety and instead start making safety Your Number One Core Value (and project that value in everything you do).

Talk about Safety and Safety Culture. Pose the question how do we move “Safety from our procedures, guidelines, what we want you to do, to choosing safety because it is our core value, it is our culture, it is What We Do!

Prioritizing Safety (Looks Like)

Prioritizing means to determine the order of, implications?? Are we bumping safety up to the top, shouldn’t it already be there? We prioritize safety in our documentation in our rules and our prescription for work.
Many factors why we don’t prioritize safety! Examples: STORY1. Late for work and speeding, forgo routines, skip shower, coffee …..Speed to work. STORY 2. Following speed limits, are we forgoing the rules are we prioritizing safety?

Instead of Prioritizing Safety we value safety and we project and personify safety in our process. We voice our goals our caring and give permissions for… Example PJB as prescribed or PJB with Value

Fostering autonomy creating permissions to stop.
Thanking People for getting it right (give STOP PAUSE meeting example)

Closing Remarks Summary- If someone were to ask me:

As an organization Who are the People who make up a successful department? I would say “A group of safety professionals who Value people's safety in the workplace as their number one core belief they wear it and project it in everything they do!

And how do they do that? By showing and creating cultures that care about each other safety, putting it in the spot light, over production over everything. By Prioritizing Safety in our processes, in our planning, in our procedures, guidelines and documentation (This is what (OSH) does).

Tell the story about my watch!! When we value something we protect it, we respect it! It moves behaviors and takes safety from something we say we do to what we do.

While treating safety as a priority can yield short-term gains, embedding safety as a core value ensures a lasting impact, fostering an environment where safety is woven into the organization’s very fabric.

Safety will always be our number one priority and our core value. However, adopting safety as a core value ensures it remains integrated in every decision and does not compete with other initiatives.

Consistency: Safety practices and principles are consistently applied, regardless of external pressures or priority changes.

Empowerment: Employees at all levels feel empowered to take action on safety concerns, knowing their voices will be heard and valued. STOP/PAUSE culture

Integration and Engagment: Safety is integrated into all aspects of the organization’s operations, from planning and design to execution and review.

Leadership Commitment: Leaders model safety behaviors and make clear that safety is non-negotiable, reinforcing its status as a core value.

Conclusion . It reflects an organization’s commitment to the well-being of its people and The debate between safety as a priority and a core value is more than semantics the sustainability of its operations.

While treating safety as a priority can yield short-term gains, embedding safety as a core value ensures a lasting impact, fostering an environment where safety is woven into the organization’s very fabric. Achieving this transformation requires a concerted effort from all levels of the organization, led by a committed leadership and supported by an engaged workforce.

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Value Driven Safety Cultures

Safety will always be our number one priority and number one core value. Practice Value Driven Safety Through:

Consistency: Safety practices and principles are consistently applied, regardless of external pressures or priority changes.
Empowerment: Employees at all levels feel empowered to take action on safety concerns, knowing their voices will be heard and valued. STOP/PAUSE culture
Integration and Engagement: Safety is integrated into all aspects of the organization’s operations, from planning and design to execution and review.
Leadership Commitment: Leaders model safety behaviors and make clear that safety is non-negotiable, reinforcing its status as a core value.

Value Driven Safety reflects an organization’s commitment to the well-being of its people.

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Safety will always be our number one priority and our core value. However, adopting safety as a core value ensures it remains integrated in every decision and does not compete with other initiatives.

Consistency: Safety practices and principles are consistently applied, regardless of external pressures or priority changes.

Empowerment: Employees at all levels feel empowered to take action on safety concerns, knowing their voices will be heard and valued. STOP/PAUSE culture

Integration and Engagment: Safety is integrated into all aspects of the organization’s operations, from planning and design to execution and review.

Leadership Commitment: Leaders model safety behaviors and make clear that safety is non-negotiable, reinforcing its status as a core value.

Conclusion . It reflects an organization’s commitment to the well-being of its people and The debate between safety as a priority and a core value is more than semantics the sustainability of its operations.

While treating safety as a priority can yield short-term gains, embedding safety as a core value ensures a lasting impact, fostering an environment where safety is woven into the organization’s very fabric. Achieving this transformation requires a concerted effort from all levels of the organization, led by a committed leadership and supported by an engaged workforce.

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FROM SAFETY TO SAFETY CULTURE

FROM WHAT WE SAY WE DO TO WHAT WE DO

Our Prescription, instructions and guidelines must be Clear and Concise: Ensure that everyone in the organization understands their roles and responsibilities. I will cover this in more depth in a few slides.

Performance Monitoring: Implement systems to track and evaluate how work is progressing. Measure and address the Human Factors that affect the organization, the people and the workplace.

Technology: Use technology to make it easy to do the right thing.

Process Improvement: Continuously assess and refine work processes to make them more efficient and aligned with the intended goals. The procedures and process must be updated to reflect changes in work environments and conditions.

Reinforce the Rules: Report and thank those who report deficiencies. Drift?

Value Driven Safety: Safety is our number one Core Value and it is woven into our language and process! We create a safe place to learn about failure and to grow as humans!

TRUST: Establish heathy respectful trusting relationships. Without trust there is no Healthy Just Culture.

TRUST

Clear and Concise

�Performance Monitoring and Measuring PIF's

Tech and Tools

Process Improvement

Reinforce

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DO:

Read the slide.

TRUST: What ever process, task you plan, proceduralize, present, if you want it to last and be part of the way you do things you first have to have a trusting relationship with your team. Steps 2,3,4, will not occur without trust. (bottom of the iceberg)
CLEAR AND CONCISE: The program, process, task has to be clearly defined and has to make sense. Continuously assess and refine work processes to make them more efficient and aligned with the intended goals. The procedures and process must be updated to reflect changes in work environments and conditions.
PURPOSE, AUTONOMY AND MASTERY – If the work you are doing seemingly or morally has no value and you simply don’t see your purpose in the big picture, we will not perform to our potential. (bottom of the iceberg)
REINFORCE THE RULES and PROACTIVE LEARNING – We need to measure the success, thank those for their contribution and reinforce the why to motivate.

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Benevolence (perceived degree of care shown): When we perceive a leader as benevolent, we feel that they have our interests at heart and genuinely care about our welfare and the welfare of others. This creates an environment for individuals to feel comfortable to share ideas collaboratively and openly.
Ability (perceived competence): A leader’s competence is typically based on their knowledge, skills and expertise and the ability to effectively perform their role. A positive perception of competence will impact team dynamics, productivity and performance.
Integrity (perceived honesty and openness): The integrity factor is reflected in how a leader’s team perceives her/his honesty, uprightness and consistency (Lloyd, 2020, p. 12). Leader’s “walk the talk” and they follow through on commitments. Autonomy!

If I ask or want you to do something, if you don’t trust me will you do it?

TRUST is your path to empowerment!

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Follow through on promises

Become a mentor

Be honest

Get to know your team

Admit to your mistakes

See the value in each team member

Participate in office activities

Be Inclusive, if someone is struggling help them

Foster and grow autonomy and purpose

BE KIND, VALIDATE PERCEPTIONS

TRUST is your path to empowerment!

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1. Follow through on promises

An easy way to build trust is by following through on doing what you say you intend to do. If someone is relying on you to perform a task or finish a project, you could break their trust by not completing what you should. If you know you can't do something because you either lack the know-how or time, be honest and upfront with your teammate so you don't end up over-promising and under-delivering.

2. Communicate with coworkers

Another way to build trust is by communicating effectively with your coworkers via email or in person. Practice standard email etiquette to make sure your email is professional, yet easy to understand and friendly. Be mindful of the tone you use so you don't send the wrong message to your recipient.

When engaging in face-to-face conversations, pay special attention to your nonverbal cues and tone of voice, as both can influence how your coworkers interpret your words and react to what you're saying. Actively listen so they know you value their words.

3. Become a mentor

If you have something to offer in a mentorship capacity, speak with your manager about the opportunity to take on the role. You can mentor newcomers to the company or current coworkers who would benefit from training on a tool or office process. If you're mentoring a new hire, you can establish trust by showing them around the office and introducing them to how your workplace functions. They may come to rely on you to help them navigate their new role.

4. Be honest

It's important to be honest with your managers and coworkers. Honesty builds trust and contributes to a culture of open communication, value among coworkers and transparency. Always tell the truth, even if it's awkward. When you're honest, you are letting your office mates know they're important to you.

5. Get to know your team

Getting to know your teammates can build trust because you're showing genuine interest in their personal lives. When you get to know your coworkers, you may find that you work better together, get along well and understand each other more, which helps when working on partner projects.

Get to know your team by asking them about their weekend plans, going out to lunch with no work talk allowed and performing an icebreaker for new hires, so they can get to know the group and vice versa. You can also celebrate birthdays, work anniversaries and other milestones in the workplace.

6. Admit to your mistakes

It's likely that, at some point in your career, you may make a mistake at work. The same is true for your managers and coworkers. Not only is it important to admit to your mistakes and accept how your mistake impacted workplace operations, but also to take the steps to rectify any wrongs. Admitting that you're at fault and want to work through it to get to a better solution shows integrity. Integrity leads to trust.

7. See the value in each team member

Everyone in your workplace is there for a reason, whether it's their experience, knowledge or how willing they are to learn and grow within a role. It's important to celebrate the uniqueness they bring to the organization. When you can acknowledge their personal value, you're letting them know that you see their hard work and place great emphasis on what they contribute to the group.

To show them you see their value, consider approaching them for expert guidance if you need help on a task. Thank them for taking the time to explain something to you and offer to help them in return.

8. Participate in office activities

You can choose to mostly keep to yourself or be a more active part of the group. While the first shouldn't disqualify you from building trust, the second can help make trust build faster and more naturally.

Explore ways to interact with coworkers during meetings and beyond. Listen actively when someone is talking, offer suggestions if asked, accept feedback graciously and brainstorm together when needed. A part of participating also means being willing to show trust in your team rather than only trying to gain trust for yourself.

9. Help your team

Another way to build trust is by helping your teammates. If a coworker has taken on a lot of projects and you notice they're having a hard time keeping up, offer to help. Ask if there is anything you can do that can make things a little easier.

Helping also spans into courtesy, so hold doors open for your coworkers, offer to carry file boxes or help them navigate a new computer program that they find confusing. When you're kind, you're letting your coworkers know they can trust you.

10. Operate with values

As long as you continue to operate with workplace values, you should be able to build trust easily. Having integrity requires you to be honest, behave honorably and treat others with respect. Don't sacrifice your values and what you believe just to appease a manager or try to get ahead. Your coworkers might see the integrity, honesty and hard work you bring to the team and they trust that it's real.

11. Build trust gradually

Trust doesn't happen overnight. It's important to realize it builds gradually, so don't be too pushy or do anything that's too out of the ordinary for your personality in an attempt to build immediate trust. These actions could have the opposite reaction and cause distrust. Instead, be genuine, so others know that what you say and do is not an act and that you deserve trust.

12. Admit to lack of knowledge and experience

It's normal to not know everything at work. Your coworkers are valuable because they each bring something unique to the office to help it run well. If a manager or coworker asks about your experience in something or knowledge of a subject, be honest because it's for the greater good of the office and can let your coworkers know that they can trust you.

When you let a teammate know that you don't know how to do something, that doesn't mean you're admitting your faults. Instead, it's putting everyone in a position to start the project right with people who have the experience needed for it to succeed. If there is something you don't know but is obviously an important part of your office operations, ask your manager if you can get training to expand your knowledge base.

13. Be inclusive

To build trust, try to include your coworkers in office events whenever you're able. While it may be appropriate to have a favorite work buddy, try not to alienate other members of the team. Include your coworkers in group brainstorming sessions, ask everyone if they want to go on a group lunch and take the same amount of time with everyone to engage in personal conversation.

14. Take your responsibilities seriously

If you're responsible for something, make sure you take it seriously. This means that if your job involves sorting customer comments in a filing system, then make sure that gets done. This goes for any task in any role. Otherwise, your managers and coworkers may need to pick up your slack by completing the task or project for you, which can keep them from trusting you as a valuable member of the team.

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Different Perceptions – Validate Perceptions! – Effective Communication.

-Rephrase the question from your perspective?

-Ask them to quantify and clarify

-Always thank people for there perspective.

What one perceives can be substantially different from what another person perceives, and both can be very different than the actual objective reality. In fact, behaviour is based on one’s perception of what reality is, not reality itself (Catenacci, 2017).

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Having a questioning attitude is extremely important to a healthy safety culture. To foster a workplace environment that creates space for accepting diverse opinions and questions, understanding perception is paramount. Perception can be defined as the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. What one perceives can be substantially different from what another person perceives, and both can be very different than the actual objective reality. In fact, behaviour is based on one’s perception of what reality is, not reality itself (Catenacci, 2017). Perceptions are informed by life experiences and other influences largely external to the situation. Our duty in the workplace (and everywhere, really) is to reconcile differences in perceptions in a way that respects the experiences that have influenced these perceptions. If you disagree with someone, maintain curiosity and respect the influences that have shaped their perception. Seek validation from experts and credible sources to challenge your own perceptions – they may be wrong. Even Einstein knew that his interpretations of the universe were influenced by his own perceptions.

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Circle of Safety Creates the Space for WHY

Inside:

Trust
Respect
Kindness
Clarity of expectations
Validation

Outside:

Inauthenticity
False promises
Ambiguity
One-way communication

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(Joanna?)

SAY:

Remember our circle of safety exercise we all did in our Human Performance Line Lead sessions.

ASK:

What are the traits that made us feel safe at work what is your workplace circle?

(Trust, Respect, Kindness, Understanding, Clarity of expectations, Validation, etc...)

What are the traits that make us not unsafe, untrusting, unproductive?

Inauthenticity.

Authentic leaders stay true to what they believe. They don't waiver simply because it would be easy to do so. They can be entrusted to show up in the same way, every time, because they operate from a place of total honesty. Employees know when leaders are faking it.

False promises.

Leaders must be careful about the carrots they dangle to motivate their employees. If a leader makes a promise, his or her employees have every right to expect follow-through. ALWAYS FOLLOW THROUGH ON ACTIONS

Ambiguity.

Employees require specificity when it comes to communicating direction. Ambiguity signals two things: 1) lack of clarity regarding direction, and 2) secrecy.

Both of these impressions drive mistrust and skepticism. The clearer you can be regarding your vision and direction, the quicker you will engage others.

One-way communication.

In healthy cultures, they are empowered to contribute ideas and observations. Employees have valuable feedback and want to be heard. This is the “Autonomy part of the PAM by author Dan Pink. It also supports the HU precept “The people doing the work are the ones who have the answers”

there appears to also be a strong business case for promoting and cultivating psychological safety in work teams. The most widely advertised study that makes the business case for psychological safety was Project Aristotle by Google. Google’s People Analytics found that psychological safety was both the aspect most reliably shared by high performing teams (amongst a set of five traits that separated high performing teams from the others with the remaining four being structure and clarity, dependability, meaning, and impact) and also the most foundational of these traits, that is, without psychological safety, you cannot have a high-performing team. Project Aristotle as well as other studies have found that psychological safety is strongly associated with objective (e.g. sales revenue) and subjective indicators of team performance (e.g. ratings of team performance by team members and managers, customer satisfaction with team products). The strongest effect of psychological safety on team performance appears to be through its beneficial effects on team learning with studies reporting psychological safety enabling the faster adoption of new technologies (process innovation), the faster adaptation to new market circumstances and customer requirements, the early identification of potentially catastrophic risks, and the faster development of innovative products.

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Threat Circles

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Cueva de las Manos – Cave of the Hands (Argentina) Discovered in 1941

Created between 7,300 BC and 700 AD, during the Archaic period.

Small group (tribe) of South American hunter-gathers.

The artwork decorates the interior of the cave, and the surrounding cliff faces.^.It can be divided by subject into three basic categories: people, the animals they ate, and the human hand.

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Purpose

The exact function or purpose of this art is unknown, although some research has suggested that it may have had a religious or ceremonial purpose^[25]^[74] as well as a decorative one.^[64] Some scholars, such as Merry Wiesner-Hanks, have suggested that handprints are indicative of the human desire to be remembered,^[62] or to record that they were there.^[63]^[75]

Cultural context

Paintings of a humanoid, guanacos, hands, and concentric circlesLittle is known about the culture of those who made these works aside from the tools they used and what they hunted. Modern research is left to speculate about their culture and what life was like in the societies that created it.^[25] However, that so many people contributed to the artwork for thousands of years suggests the cave held great significance for the artists who painted on its walls.^[4] The art shows the people of this area had a symbolic element to their culture.^[72]

Regardless of its purpose, the artwork played a key role in the collective social memories of the peoples who inhabited the area, with earlier groups influencing later ones through a narrative spanning millennia.^[73] Important aspects of the culture of the hunter-gatherers are shown in the themes of the art, such as the reproductive cycles of guanacos and collective hunting.^[73] The site also bore a deep social and personal connection to the artists, as the same groups returned to the location seasonally and created artwork at the cave, which was a kind of ritual.^[73]

Making a workplace fosters growth invites open and honest environment with a healthy reporting culture creates a Circle of Safety

(Add a personal story, Donny-Letter on file for forgetting badge)

Yuval Noah Harari author of Sapiens and Nexus.

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Principles of Human Performance

When the Principles of Human Performance are woven into every aspect of our work. Our understanding of human’s, our understanding of error, they plant the seed for learning and growing!

HOW YOU RESPOND TO FAILURE MATTERS - How leaders act and respond counts.

PEOPLE MAKE MISTAKES - Error is normal. Even the best people make mistakes. (error is universal, error is part of success)

BLAME FIXES NOTHING - You either blame or learn and grow, you can never do both.

LEARNING AND IMPROVING IS VITAL - Learning is deliberate (defenses are placed in systems, tested in systems and strengthened in systems by learning how successful work is done) Every event is an opportunity to learn about the gaps in our systems and the factors that set us all up to fail.

SAFE SYSTEMS DRIVE SAFE BEHAVIORS - Systems drive outcomes. (the environment in which work occurs mainly determines workers behavior and actions) “We make it easy to do the right thing”

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PRINCIPLE #1

HOW YOU RESPOND TO FAILURE MATTERS - How leaders act and respond counts.

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HOW YOU RESPOND TO FAILURE MATTERS

Leaders shape how the organization learns by their reaction to failure.
Individuals achieve high levels of performance because of the encouragement and reinforcement received from leaders, peers and subordinates (COG-17-9021)
You have two choices: You create an environment for learning and reporting error, or you don’t!
You create the feedback system you have.
Every aspect of improvement is contingent upon a deliberate decision to get better.

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DO:

Read Slide

SAY:

This truth is the glue that holds everything together, it opens the door for the other truths and principles to flourish! If we respond with blame we do it at the expense of a healthy reporting culture and personal well being. If we erode trust we do it at the expense of a healthy reporting culture and personal well being. If we respond with disrespect we do it at the expense of a just culture and we strip people of their purpose and autonomy. The importance of this truth/principle will become clear by the end of this session. Know this, all the efforts we put into creating safe, secure, morally prosperous , knowledge sharing environments hinges on how we respond to failure. We have seen departments, lines, groups grow and flourish with a good leader with a deliberate plan to get better! Unfortunately we have also seen the latter.

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PRINCIPLE #2

PEOPLE MAKE MISTAKES Errors are not choices, they only become a choice in retrospect.

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People Make Mistakes – COUNT ON IT, PLAN FOR IT!

Human error is not the cause of failure. Human error is the effect, or symptoms of deeper trouble.

Human error is not random. It is systematically connected to features of people’s tools, tasks and operating environment.

Human error is not the conclusion of an investigation. It is the starting point.

Sidney Dekker (2006, The Field Guide to Understanding Human Error)

The New View of Human Error

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PRINCIPLE 2: PEOPLE MAKE MISTAKES – Were We Good or Lucky?

Knowing errors will happen is a good thing
Humans are fallible “ALL” humans
Without error some great inventions, discoveries and revelations, may not have happened. (penicillin – Alexander Flemming, microwave oven – Percy Spencer, X-ray’s – Wilhelm Roentgen, Velcro – George de Mastral
Errors are not choices they only become a choice in retrospect.
You can’t remove error, so you must defend against the inevitability of error.
Good Systems build in error tolerance.
Error without significant consequence is the closest thing to “leading indicator” data.

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PEOPLE MAKE MISTAKES – THE SUBSTITUTION TEST

The best people can make the worst mistakes: No one is immune!
If you take one person out and substitute another person into the exact same situation, is it possible, they would have had the same outcome?

James Reason

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BLAME: FIXES

NOTHING !

PRINCIPLE #3

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Blame Fixes Nothing

Blame or learn and improve, the choice is up to you?

Blame makes error a choice in retrospect.
Blame takes up emotional space with little added value.
Blame misdirects resources and strategies.
Blame is the opposite of encouragement.
Deterrence by Blaming is not effective and destroys proactive learning.
Individual behavior is influenced by processes, values and human factors within the organization and culture (COG-17-9021)
Events can be avoided through an understanding of the reasons mistakes occur, building sufficient defense in depth and applying lessons learned from either past events or errors (COG-17-9021)

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Dennis Quaid and Heparin

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“The elephant in the room” If we don’t blame people how do we hold them accountable and responsible for their actions?

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Learning and Improving Is Vital and Deliberate!

PRINCIPLE #4

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We have two choices here when responding to failure: we learn and improve or we punish and blame.
Learning is a deliberate improvement strategy
Workers are the experts, the profound users of the process
Workers always complete the process design.
Defences placed in systems are tested and strengthened in systems by learning how successful work is done.
Error-likely situations are predictable, manageable and preventable (COG-17-9021)
Events can be avoided through an understanding of the reasons mistakes occur, building sufficient defense in depth and applying lessons learned from either past events or errors (COG-17-1921)

PRINCIPLE 4: Learning and Improving Is Vital

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Learning and Improving Is Vital and Deliberate!

(defenses are placed in systems and strengthened

in systems by learning how successful work is done)

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Say:

This leads us to our next Principle “Learning and Improving is Vital”!

Do:

Review the “Pointy Stick Diagram” point out that the blunt end has the highest influence over the system, does it make sense that workers have less a say in their work environments?

ASK:

So if you are the worker at the pointy end or the Manager at the blunt end who is in the best position to identify your error traps and evaluate your safeguards?

Who do you think would have vital information on how to improve your work place?

DO:

Field Response.

SAY: Can you see why it is crucial to report error likely situations as a worker?

ASK:

What happens to the workers behavior “the way the work” when they are given opportunities to influence their work spaces?

DO:

Field Response. If we leave that trap there is there a likelihood that someone else my step in it?

SAY:

A healthy reporting culture creates an environment that fosters, trust (and all the things in our circle of safety) it creates an organization that continues to Learn and Improve!

This brings us to our next slide.

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8 Million Dollars for a 20$ Fan?

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DO:

Read the slide.

A toothpaste factory had a problem. They sometimes shipped empty toothpaste boxes without the tube inside. This challenged their perceived quality with the buyers and distributors. Understanding how important the relationship with them was, the CEO of the company assembled his top people. They decided to hire an external engineering company to solve their empty boxes problem. The project followed the usual process: budget and project sponsor allocated, RFP, and third-parties selected. Six months (and $8 million) later they had a fantastic solution – on time, on budget, and high quality. Everyone in the project was pleased.

They solved the problem by using a high-tech precision scale that would sound a bell and flash lights whenever a toothpaste box weighed less than it should. The line would stop, someone would walk over, remove the defective box, and then press another button to re-start the line. As a result of the new package monitoring process, no empty boxes were being shipped out of the factory.

With no more customer complaints, the CEO felt the $8 million was well spent. He then reviewed the line statistics report and discovered the number of empty boxes picked up by the scale in the first week was consistent with projections, however, the next three weeks were zero! The estimated rate should have been at least a dozen boxes a day. He had the engineers check the equipment; they verified the report as accurate.

Puzzled, the CEO traveled down to the factory, viewed the part of the line where the precision scale was installed, and observed just ahead of the new $8 million dollar solution sat a $20 desk fan blowing the empty boxes off the belt and into a bin. He asked the line supervisor what that was about.

“Oh, that,” the supervisor replied, “Bert, the kid from maintenance, put it there because he was tired of walking over to restart the line every time the bell rang.”

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LEARNING

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Proactive Learning is Deliberate

(It doesn’t happen by accident)

The Sharp End of the Stick:

Workers are the key to proactive learning – they have vital knowledge about the system that can help predict and stop the next event from happening
Managers have influence over the system, but don’t actually use it, or live it! Workers use it every day – they are “profound users” of the system!
Know where your position in the organization puts you on “the stick” – and understand how you uniquely contribute to proactive learning.

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PRINCIPLE #5

Safe Systems Drive Safe Behaviors

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-Workers do what they do for a reason and that reason makes sense given the context.

-The environment in which work occurs mainly determines workers behavior and actions.

-Individual behavior is influenced by processes, values and human factors within the organization and culture (COG-17-9021)

PRINCIPLE 5: Safe Systems Drive Safe Behaviors - Systems Drive Outcomes

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SAY:

Think about context in this example, remember the last time you went into a grocery store for milk or bread or any consumable product we use on a regular basis. Where did you locate that product? They are normally kept in locations that force you to walk buy other products to entice you into purchase. This is done on purpose these are the circumstance they create to drive behavior and it works! Simply put our systems and designs (Context) drive behavior. If you want different behavioral outcomes you must create a different design context. These are excerpts from The Design of Everyday Things a book by Don Norman where he outlines the principles of system design. These are just a few.

-Use both knowledge within the organization and knowledge in the mind of the workers.

-Simplify the structure of tasks. Make it easy to do the job right and difficult to do the job wrong. “I love this point”

-Design for error. Work diligently to avoid single-point failure modalities.

ASK:

Can systems drive behaviors?? Can systems outside of our workplace drive behaviors?? When you are not at work do you follow rules??

DO:

Field Response.

ASK:

-Who here considers themselves to be a rule follower

-Do you drive the speed limit on the highway, When you see a cop do you slow down

DO:

Field Response.

ASK:

Does anyone know what the term that we use for when “We know the rule but we don’t follow the rule.

DO:

Field Response.

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My Way Or The Highway?

Our organization is perfectly designed to get the results we’re getting. This is true for all organizations. The results we get, both good and bad, are consequences of our system design. If we’re not getting the results we want, we need to change the design.

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SAY: (Joanna)

Lanes on highways are much wider than the average vehicle. It would certainly save money to reduce lane sizes, but we know people need a bigger margin of error when driving. We also use safeguards like rumble strips, guardrails along steep ditches, paved shoulders, and distracted driving fines. This allows for variability between drivers and vehicles, road and weather conditions, and unexpected occurrences. Accidents still happen, but many are prevented by these system safeguards.

Accidents, significant events, and near misses are all consequences of the current system design and whether it has capacity for variability. Remember, our system is not just the physical and technical infrastructure of our work. Communication, work environment, work control processes, and cultural issues are all features of our system.

SAY: (Donny)

Interesting thing, you cannot control behaviors with compliance. On a highway, we tell people, don’t use cellphones, drive this speed limit, stay in this lane, stay this far behind the car in front of you, truck stay in this lane etc.…. however that is not reliable! We need rules, we need compliance but it will never be enough, PEOPLE MAKE MISTAKES the highway is designed with allowing whatever poor decision to happen, happen and we will design the highway to create the least amount of injury.

The best path is to rely on evidence, opex and contractor engagement to predict error likely situations and have barriers to mitigate. Empowering and setting expectations for contractors that are reinforced by CNL. Contractors come with their own culture they have to know that when they work for us CNL they wear a different hat!

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Build blame free environments. Have your friends back when they have a bad day. Stick together and support one another!

Remind yourself of the five principles. Practice the principles at work and at home!

Celebrate your good events – The ones you have anticipated and were mitigated with the proper barriers.

Thanks for participating!

HOW YOU RESPOND TO FAILURE MATTERS - How leaders act and respond counts. (you have two choices getting better or getting even)

PEOPLE MAKE MISTAKES - Error is normal. Even the best people make mistakes. (error is universal, error is part of success)
BLAME FIXES NOTHING - You either blame or learn and grow you can never do both.
LEARNING AND IMPROVING IS VITAL - Learning is deliberate (defenses are placed in systems, tested in systems and strengthened in systems by learning how successful work is done)
SAFE SYSTEMS DRIVE SAFE BEHAVIORS - Systems drive outcomes. (the environment in which work occurs mainly determines workers behavior and actions)

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Performance Mode	Description	Error Rate	HU Tool To Apply	New Error Rate
Skill Based Performance Mode	Out of habit, little or no conscious thought 7 to 15 steps	1:1000	STAR Stop-Think- Act-Review Procedure use and adherence	1:10000
Rule Based Performance Mode	A rule applies You don’t need to know the rule, just where to find it!	1:100	Procedure use and adherence	1:1000
Knowledge Based Performance Mode	You don’t know what you don’t know You cannot think your way out !	1:10 or 1:2	Stop & Seek out Help	1:100

Error-likely situations are predictable, manageable and preventable (COG-17-9021) The GEMS ERROR MODELING SYSTEM

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SAY:

This is a tool to predict the chance of an error occurring while performing a specific task and identifying the correct Human Performance (HU) tool to minimize the error potential.

In the 1970’s two researchers, Rasmussen and Jenson, wanted to understand if human fallibility was predictable. They found that the modes are predictable:

When looking at- “This Person, on This Task, at This Time”

They created the General Error Modeling Systems (GEMS) that described the mental modes that individuals performed tasks in. Each mental performance mode has a corresponding error rate; thus:

Identify the performance mode you are working in and you will also identify it’s error potential!

(relate this to working in control rooms and memorizing procedures)

DO:

Read the slide and highlight the error rates reinforce the last performance mode.

SAY:

If you are unsure of what you are doing do not proceed. Find a procedure, ask for help or guidance put yourself in a better place where the likely hood of making and error is minimal!

DO:

Point to the error rates on the slide.

Filling in Memory Group Activity

SAY:

Our brains take millions of snapshots, record millions of sounds, add smells, tastes, textures, a third spatial dimension, a temporal sequence, a day, year after year, storing these representations of the world in a memory bank that seems never to overflow and yet allows us to recall at a moment’s notice that awful day in the sixth grade when we teased Phil Meyers about his braces and he promised to beat us up after school.

How do we cram the vast universe of our experience into the relatively small storage compartment between our ears? “WE CHEAT” the elaborate tapestry of our experiences is not stored in memory, at least not in its entirety. Rather, it is compressed for storage by first being reduced to a few critical threads, such as a summary phrase (“Dinner was disappointing”) or a small set of key features (tough steak, corked wine, snotty waiter). Later when we want to remember our experience, our brains quickly reweave the tapestry by fabricating – not by actually retrieving – the bulk of the information that we experienced as a memory. This fabrication happens so quickly and effortlessly that we have the illusion that the entire thing was in our heads the entire time.

Scientists are convinced of two things. First, the act of remembering involves “filling in” details that were not actually stored: and second, we generally cannot tell when we are doing this because it happens quickly and unconsciously. This phenomenon is so powerful that it happens even when we know someone is trying to trick us. For example, read the list of words below,

Bed, Rest, Awake, Tired, Dream, Wake, Snooze, Blanket, Doze, Slumber, Snore, Nap, Peace, Yawn, Drowsy

Here’s the trick. Which of the following words was not on the list? Bed, doze, sleep, or gasoline? The right answer is gasoline, of course. But the other right answer is sleep. If you are like most people, you knew gasoline was not on the list, but you also mistakenly remembered reading the word sleep. Because all the words on the list are so closely related, your brain stored a gist of what you read (“a bunch of words about sleeping”) rather than storing every word.

ASK: What other circumstances could put us in error likely situations?

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Error Traps

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the

normalization

of deviance

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(Joanna?)

ASK:

Were we good or were we lucky? If we get lucky enough and nothing bad happens, we have DRIFT (normalizing deviant behaviour because nothing bad happens by chance)

What is drift?

ASK:

-Who here considers themselves to be a rule follower

-Do you drive the speed limit on the highway?

DO:

Field response.

SAY:

What I thought you said you were a rule follower.

ASK:

When you see a cop do you slow down? Is this at risk behavior?

DO:

Field Response.

SAY:

This is Drift or as NASA coined the term “Normalization of Deviance” and is the leading cause for at risk behavior.

DO:

Field Response.

SAY:

Why we drift. It is human nature to drift away from strict procedural compliance and to develop unsafe habits for which we fail to see the risk. Human behavior runs counter to safety because the rewards for risk taking (e.g., saved time) are often immediate and positive, while possible adverse outcomes (e.g., patient harm) are often delayed and remote. As a result, even the most educated and careful individuals will learn to master dangerous shortcuts, particularly when faced with an unanticipated system problem (e.g., technology glitches, time urgency). Over time, the risk associated with these behaviors fades and the entire culture becomes tolerant to these risks. Individuals are not choosing to put patients in harm’s way; instead, they feel they are still acting safely. In fact, the more experienced you are at what you do, the less likely you are to recognize that you are in a risky situation when engaging in at-risk behavior.

For example, if you are an experienced pharmacist, you may rush past drug interaction messages with barely a notice, rely on a historical weight to verify a weight-based drug dose, and scan the barcode on the first container several times when multiple containers are required to prepare an admixture. If you are an experienced nurse, you may not think twice about programming an infusion pump outside the drug library, preparing intravenous (IV) admixtures instead of waiting for pharmacy to dispense them, and removing medications via override from an automated dispensing cabinet (ADC) outside of an emergency. Successful outcomes foster continuance and tolerance to the risks, particularly when colleagues look the other way or begin imitating the at-risk behavior.

ASK:

Is context driving behavior, are police by permitting speeding, even though it’s the law not to speed, encouraging you to speed, or I could go as far as saying allowing you to break the rules?

DO:

Field Response

SAY:

They are setting the standard and it does not meet the expectation this is DRIFT.

Have you ever noticed that if you are driving in a group you will all slow down when you see a cruiser and after you are out of eye shot you will all speed up. What gets reinforced get done.

ASK:

What are some other reasons we break the rules?

DO:

Field Response.

SAY:

-they don’t make sense

-there are too many of them

-they are unfair (use being late letter on file story)

SAY:

So can we manage this?

Question what is causing drift? What systems drivers are causing people to drift? Don’t ask people not to drift, ask them why they are drifting, what is forcing them to drift to get the job done.

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Vague or Poor Work Guidance

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Stress…

How big is your pressure bucket?

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(Demonstrate) –hands on hips, deep breaths/sighs, arms crossed –What does this look like?

(?) how many of you now someone who says they work better under stress?

The fact is that no one works well under stress. You may work better under pressure, but when it turns to stress you are in trouble.

The science says no one works well under stress:

•Adrenaline kicks in (fight or flight)

•Sweat pumps turn on

•Neck gets stiff

•Blood is directed to organs

•Take deep breaths

These are all physiological responses associated with our HUMAN NATURE

Stress affects our decision making process –we do not make good decisions under stress.

It can affect our dexterity (?) how many of you know or have seen someone start shaking when they get really stressed out? (?)

How many of you have served in the military?

Many of you have been highly trained to deal with pressure. (Navy Seal, even an EMT)

(?)You know anyone how has a short fuse?

They probably have a small pressure bucket (thimble size) vs. the Navy Seal that may have been trained to have a (55 gallon bucket ) to deal with pressure.

But they both have one thing in common, when that cup or bucket gets to the rim the pressure turns to stress.

Remember –when pressure turns to stress and becomes a physical change (triggers are deep breaths, shaking, sweating when they shouldn’t be…) we need to deal with it.

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Time Pressure…

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Overconfidence!

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SAY:

Write this Down –ITS A KILLER –75% of one major company’s fatalities studied over a 5 year period found evidence of overconfidence

Overconfidence shrouds your ability to know a trap exists or to know we have slipped to KB mode

You have tunnel vision and often you can’t tell when you are overconfident. But others can see the signs. You have to see it in order to deal with it –problem is we don’t recognize it in ourselves until it is too late. The following verbal triggers tell us the person is overconfident:

Born to do this job -Don’t worry I know what I am doing -I have done this job 1000 times

These statements are red flags for that they are headed down a rocky road –people can think it and are probably just confident –but when they SAY it out loud –THAT is OVER-confidence.

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Distractions

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SAY:

Distractions try to split the mind or brain in half but we can only do one thing at a time. The Multitasking exercise proved this error trap is likely.

Mind tries to process the task and the distraction at the same times (we can’t do it)What is one of the biggest distractions in the United States today? (Cell phone)

Cell phone use when driving is the equivalent of 0.11 BAC (what is the limit for driving drunk here?)

When we are talking we speed up -When we are listening, we slow down

It’s not the holding the phone that concerns us it’s the mental piece and how requires more than one diverse conscious thought.

Radio communications are proven to be less of a distraction than cell phones because the messaging is simple and truncated -not too much conscious thought needed

Talking with someone in the car is not as bad because there are two sets of eyes –remember how we stopped someone earlier

Distractions are present at work and at home –we need to recognize when we are distracted and eliminate them when possible, or put in counter-measures.

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High Workload and Multitasking

Multitasking

vs

task segmenting

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Group Activity

ASK: Who here is a good multitasker?

Multitasking is an error trap because most people think they are good at it. In reality, they are likely good at “task segmenting”, or switching between tasks instead of simultaneously completing tasks.

Less than 2% of human can multitask by this definition. (An example of this is President Garfield. He could write a Robert Frost poem in Latin with his left hand, while simultaneously writing it in Spanish with his right)

Very few brains can handle two diverse thought paths at the same time. (ie. Try to listen to the talking head on CNN and read and retain the scrolling line…it’s hard to do!)

We are pretty good at task segmenting, but when it turns to multitasking, our error rate increases significantly. Let’s put this to the test!

After the exercise talk about the time it took to complete the two separate tasks. Talk about the error rate it usually more than doubles on the second pass.

First Pass

1. Have a timer with a second hand ready again.

2. In the third row, re-copy the phrase “Multitasking is Worse Than a Lie”. After copying the entire phrase in the third row, then switch to the fourth row and write the numbers 1-27.

3. Ready, Set, Go! (After you have completed the last number (27), write down your total time to completion.)

Second Pass

4. Have a timer with a second hand ready. For best results have another person time you.

5. In the first row, copy the phrase “Multitasking is Worse Than a Lie”. For every letter you write in the “M” row, switch to the second row (labeled “1”) and write the corresponding number.

6. Ready, Set, Go! (After you have completed the last number (27), write down your total time to completion.)

7. Compare the time to completion between the first and second pass. Typically, a person will take twice as long to complete this exercise when switchtasking (second pass) vs. focusing on one task at a time (first pass).

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HOW YOU RESPOND TO FAILURE MATTERS - How you react and respond counts.

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DO:

Read Slide

SAY:

This truth is pretty much explained in the bullets above and is my favorite of all the Human Performance precepts and truths. It is the one that I feel has had the biggest influence on my life over the years. All of the managers that I worked with (or for, if I am reflecting on a few) were a direct link to my contribution or level of performance. I am indebted to all the managers who lead with, humility, kindness, understanding and respect for my wellbeing this includes my parents, who by the way were my favorite managers! Anytime an event happens you have two choices punish –or- learn and improve, the problem is you can’t do both. Don’t let your response be an emotional reaction, make it a strategic decision to “improve the system.” I have worked for management driven on punishment and I have worked for managers driven to learn and improve and I can only say the first option led to minimal productivity and a poor safety culture. I have met many managers who will argue they are successful at both (they can blame, punish and improve) I believe that it is like a compass you can’t go two directions at the same time.

Making a workplace fosters growth invites open and honest environment with a healthy reporting culture creates a Circle of Safety

(Add a personal story, Donny-Letter on file for forgetting badge)

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(Joanna?)

SAY:

Remember our circle of safety exercise we all did in our Human Performance Line Lead sessions.

ASK:

What are the traits that made us feel safe at work what is your workplace circle?

(Trust, Respect, Kindness, Understanding, Clarity of expectations, Validation, etc...)

What are the traits that make us not unsafe, untrusting, unproductive?

Inauthenticity.

Authentic leaders stay true to what they believe. They don't waiver simply because it would be easy to do so. They can be entrusted to show up in the same way, every time, because they operate from a place of total honesty. Employees know when leaders are faking it.

False promises.

Leaders must be careful about the carrots they dangle to motivate their employees. If a leader makes a promise, his or her employees have every right to expect follow-through. ALWAYS FOLLOW THROUGH ON ACTIONS

Ambiguity.

Employees require specificity when it comes to communicating direction. Ambiguity signals two things: 1) lack of clarity regarding direction, and 2) secrecy.

Both of these impressions drive mistrust and skepticism. The clearer you can be regarding your vision and direction, the quicker you will engage others.

One-way communication.

In healthy cultures, they are empowered to contribute ideas and observations. Employees have valuable feedback and want to be heard. This is the “Autonomy part of the PAM by author Dan Pink. It also supports the HU precept “The people doing the work are the ones who have the answers”

there appears to also be a strong business case for promoting and cultivating psychological safety in work teams. The most widely advertised study that makes the business case for psychological safety was Project Aristotle by Google. Google’s People Analytics found that psychological safety was both the aspect most reliably shared by high performing teams (amongst a set of five traits that separated high performing teams from the others with the remaining four being structure and clarity, dependability, meaning, and impact) and also the most foundational of these traits, that is, without psychological safety, you cannot have a high-performing team. Project Aristotle as well as other studies have found that psychological safety is strongly associated with objective (e.g. sales revenue) and subjective indicators of team performance (e.g. ratings of team performance by team members and managers, customer satisfaction with team products). The strongest effect of psychological safety on team performance appears to be through its beneficial effects on team learning with studies reporting psychological safety enabling the faster adoption of new technologies (process innovation), the faster adaptation to new market circumstances and customer requirements, the early identification of potentially catastrophic risks, and the faster development of innovative products.

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Mission

We will restore and protect Canada’s environment

by reducing and effectively managing nuclear liabilities.

We will provide the world with sustainable energy

solutions including the extension of reactor operating

lifetimes, hydrogen energy technologies, and fuel

development for the reactor designs of tomorrow.

Together, with partners, we will demonstrate the commercial viability of advanced reactor designs including Small Modular Reactor (SMR).
We will work collaboratively with medical/educational institutions and pharmaceutical companies to pioneer new alpha therapies for cancer treatments that save countless lives.
We will leverage all of our capabilities for commercial success in Canadian and international markets.

�

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DO:

Welcome students

-it is an exciting time to work at CNL

-Introduce yourself, Other instructor introduction

-Read Mission Statement on Slide

-if small class, ask employees to introduce themselves.

1^st pic SMR tech: Canadian Nuclear Laboratories (CNL), Canada’s premier nuclear science and technology organization, is pleased to announce that four small modular reactor (SMR) project proponents have submitted responses to CNL’s recent Invitation for SMR Demonstration Projects at a CNL-managed site.

2^nd pic Target Therapy Research: The new program is designed to accelerate the development of targeted radiopharmaceuticals in Canada through collaborative research projects related to health sciences, radiobiology and medical isotope development, by providing access to the world-class laboratories and research capabilities at the Chalk River Laboratories campus.

3^rd pic Port Grandby:

CNL successfully completed the excavation and relocation of approximately 1.3 million tonnes of historic low-level radioactive waste from the legacy storage site on the Lake Ontario shoreline in Southeast Clarington.

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Performance Influencing Factors

Fix what is setting us up to fail!

Leadership in human performance and human facors matters is demonstrated at all levels of the organization. (COG-17-9021)
Human performance and human factors elements of the management system are integrated (COG-17-9021)

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SAY: When it comes to the truth that blame fixes nothing this is the most common question we are faced with!

SAY: Would the worker or the nurse in our two stories been more responsible if the resolve is “this incident happened because this person made this mistake”? Would they be more accountable? WOULD the system be safer by blaming the individual? Will others report events if the response to error was blame? Lets follow this to the end and see what is left? Which option would you choose?

So we can never completely get rid of human error – we can’t eliminate the “human” part of our workforces. But we do have complete control over how we react to human error. Reacting to accidents with blame does several things:

The first thing blame does is it impacts psychological health and safety in the workplace when we’re blamed for something we didn’t intend to happen (a mistake). In short, it feels terrible. It doesn’t help solve the actual problem and it takes up unnecessary emotional space.

The second thing blame does is it makes a mistake look like a choice in retrospect. With the benefit of hindsight, what “should” have happened is only obvious afterwards. This is what’s called hindsight bias or the “I knew it all along” phenomenon. This happens when we overestimate the predictability of an accident after it has already happened. Mistakes are not choices and errors are not conscious decisions to fail. Error is simply an unintended deviation from the expected outcome. It made sense to do what you did at the time you did it. It’s only afterwards that we can pinpoint the exact moment of “failure.” Mistakes only look like choices after the fact.

The third thing blame does is it focuses on an individual’s “failings” that contributed to the accident. The focus should be on the system. What system error traps, environmental and system factors also contributed? Without a greater focus on these system factors, it leaves them in place, lying in wait for the next person. If someone makes a mistake which results in a significant outcome, it’s safe to say they will now be more watchful of these circumstances in the future. But what about the next person?

A better response to human error is to find the reasons why it made sense to do something at the time it happened. Leave hindsight and “should haves” out of the equation. We can’t simultaneously blame someone and fix our systems. This is what happens when we blame the individual and leave system factors in place that might set the next person up to fail.

If you have a story or opinion to share, please send us an email at >Human Performance. For archive articles or upcoming topics we will be discussing on the CNL Hub, please visit our webpage.

Human Performance