Human and Organisational Performance
Human and Organizational Performance (HOP)[edit]
Human and Organizational Performance is a term used to describe the interactions and inter-dependencies of humans and organizations in the execution of work; used within a professional practice context, it has come to be paradigmatic of a broad range of relativist and phenomenological thinking within business, focusing upon the understanding and improvement of relationships as opposed to traditional componential analyses.
Embracing modern concepts of complexity and social constructionism, the HOP paradigm is reflective of emerging research and literature within the social sciences, providing greater insight and understanding of the inter-dependencies and relationships between organizational and human components. Unlike traditional componential or linear perspectives that seek understanding by examining the parts, HOP takes a holistic approach, that recognizes systems as a whole drive behavior, a view championed by Russell Ackoff.
Given this axiom, that 'systems drive behavior[1]', advocates of HOP adopt a further four principles that seek to suspend cognitive biases (hindsight, FAE, etc) in order to better understand the system of inter-dependencies and interrelated parts that drive this behavior; these are known collectively as the Basic Principles and state that:
- Error is normal
- Blame fixes nothing
- Systems drive behavior
- Learning is vital
- Response matters[1]
The principles provide therefore, the framework for collaborative and restorative learning environments in which organizations and individuals can explore without fear of retribution what drives observable performance and behavior within their systems, inviting partnering and engagement with those who best understand work and complexities within their systems.
References[edit]
Further reading[edit]
- Baker, A. (2018). A Short Introduction to Human and Organizational Performance (HOP) and Learning Teams. Retrieved from http://www.safetydifferently.com/a-short-introduction-to-human-and-organizational-performance-hop-and-learning-teams/
- Conklin, T. (2012). Pre-Accident Investigations: An Introduction to Organizational Safety. Boca Raton: CRC Press.
- Conklin, T. (2016). Pre-Accident Investigations: Better Questions. Boca Raton: CRC Press.
- Conklin, T. (2017). Workplace Fatalities: Failure to Predict. Santa Fe: PreAccident Media.
- Dekker, S. (2011). Drift into Failure: From Hunting Broken Components to Understanding Complex Systems. Farnham: Ashgate Publishing Limited.
- Dekker, S. (2014). The Field Guide to Understanding ‘Human Error’ (3rd ed.). Farnham: Ashgate Publishing Limited.
- Dekker, S. (2015). Safety Differently: Human Factors for a New Era (2nd ed.). Boca Raton: CRC Press.
- Dekker, S. (2017). Just Culture: Restoring Trust and Accountability in Your Organisation (3rd ed.). Boca Raton: CRC Press.
- Dekker, S. (2018). The Safety Anarchist - Relying on Human Expertise and Innovation, Reducing Bureaucracy and Compliance. Oxon: Routledge.
- Hollnagel, E. (2004). Barriers and Accident Prevention. New York: Routledge.
- Hollnagel, E., Woods, D., Levenson, N. (2006). Resilience Engineering: Concepts and Precepts. Boca Raton: CRC Press.
- Hollnagel, E. (2009). The ETTO Principle: Efficiency-Thoroughness Trade-Off - Why Things That Go Right Sometimes Go Wrong. Farnham: Ashgate Publishing Limited.
- Hollnagel, E. (2014). Safety-I and Safety-II: The Past and Future of Safety Management. Farnham: Ashgate Publishing Limited.
- Muschara, T. (2018). Risk-Based Thinking - Managing the Uncertainty of Human Error in Operations. Oxon: Routledge.
- Reason, J. (1990). Human Error. New York: Cambridge University Press.
- Reason, J. (1997). Managing the Risks of Organizational Accidents. Farnham: Ashgate Publishing Limited.
- Woods, D., Dekker, S., Cook, R., Johannesen, L., Sarter, N. (2010). Behind Human Error (2nd ed.). Boca Raton: CRC Press.
Podcasts[edit]
- Conklin, T. (2018). PreAccident Investigation Podcast. Retrieved from https://preaccidentpodcast.podbean.com/
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