Watch How can the H O P principles and focus on learning be incorporated into traditional methods?
The tools themselves that people come up with has very little magic in them. I can give you examples but there is very little magic in them. The process in which people come up with those tools is really important. When people fundamentally understand the concept, it’s within an organization that you start to realize that some of things we have historically done doesn’t match up with the new beliefs. When there is a group of people who feel that way, those who are closest to a process or program that is perhaps in conflict with the new beliefs are the ones that are the best suited to make decisions on how to change it.
So, when you bring those people together and you have a conversation around it, organically a lot of ideas come out.
So, things like while you do compliance training right after compliance training rather than end with ‘this is what we are required to do’ you end with a conversation around ‘where in this training did this not make sense?’ ‘where are things not reflected in reality?’; ‘would you have difficulty doing what I have just asked you to do?’ that’s one very simple example.
Another one is looking at rewriting procedures often-times feels like a very daunting task to go through and have the people closest to the work give input on procedures.
A couple of companies have taken to putting in what’s called a ‘live’ procedure. Basically, is making the procedures available electronically for everyone to make comments on it. Using a Wiki page and those comments are sorted through and people can make comments on. You could put them into different groups and have different people with different expertise take a look at whether we can make this change. Does it interfere with any compliance requirement in safety or quality? What are the benefits of making the change? So you can get a lot of feedback very quickly.
You will also have groups who will take to a very different structure in how either they either do metrics on who’s reporting to who so were the sphere of control is given within the organizations so companies that embrace the idea that those who are closest to the work have some good ideas on how to make change will actually change the structure on how decisions are made and give more power to those who are closest to the work. That’s just a few examples of many changes’ organizations make.
I think that those that are struggling between the discrepancy between new beliefs and the actual program are most equipped to figure out how to make change.
Andrea Baker | Proudly brought to you by HOPLAB & Southpac International.
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