Our HOP Team
Bob Edwards understands humans. He’s been one for over 55 years! He helps organizations realize that human error is common and can even be expected in complex work environments. He demonstrates how, when something bad happens, our focus needs to shift from blaming those doing the work to a look at the system they are working in. Bob has worked for one of the world’s largest corporations, he has worked at a medium-sized company and has been self-employed. He draws on his life experience from the military, working in industry, outdoor adventure sports and raising a family of 12 kids to bring his presentation about Human and Organizational Performance to life. He uses a humoristic style to talk about his own failures and successes in life to help others relax a little about failure and focus more on learning and collaboration. He is a leading expert on Human Performance Learning Teams and has led hundreds of Learning Team sessions for safety and quality events, for operational upsets and even challenging design issues. His approach is practical and easy to use. He brings real value to those who do the work and helps managers understand better the complexity of work and adaptive nature of workers. He leads organizations to improve operational discipline through empowerment of employees and forward accountability. Bob is high energy and engaging and the attendees to any of his training sessions will find that they have gone on a journey of learning and discovery during his presentation and at the same time acquired valuable methods and tools for solving complex problems in the workplace. Bob is the founder of The H.O.P. Coach. He is a Human & Organizational Performance (H.O.P.) practitioner, advocate, trainer and coach. Bob has a BS degree in mechanical engineering from Tennessee Technological University and MS degree in Advanced Safety Engineering Management from the University of Alabama Birmingham.
I started my Human and Organizational Performance journey while working for one of the largest multinational industrial companies in the world. As an environmental health and safety leader of manufacturing, assembly and distribution facilities, I struggled through the complexity of adopting HOP principles from the ground up. Each location, each leader, each learning team required some knowledge, a lot of patience, clever planning (and sometimes a bit of luck). Getting buy-in around HOP principles was both my greatest challenge and greatest reward.
In 2014, I was named the HOP leader for one of the company sectors and started to tackle how to position HOP as a culture change for the sector, how to give our movement a foothold. I taught HOP Fundamentals and Learning Teams around the US and helped develop and implement strategies to anchor the concepts in existing operating rhythms. I began extrapolating these strategies to a larger scale, and in 2015 I became the HOP Senior Expert for the company’s 300+ multi-sector locations in Europe. The idea of teaching cross culturally was initially terrifying, but despite cultural differences, HOP principles resonated everywhere I spoke. This realization furthered my resolution to not only spread the movement, but to help the industrial community develop HOP culture change strategies, to help embed HOP principles into industrial day-to-day activities, to help make HOP the new norm.