How the Good Old Jester and the New View of Safety get along
The principles and methods of Your Safety Jester are aligned with many principles and building block in the so-called ‘New View Safety’. These are explained below.
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Human & Organisational Performance principles
- Mistakes are normal – Even the best people make mistakes. It’s important to build systems that anticipate and tolerate human error rather than punish it.
- Blame fixes nothing – Blaming individuals does not address systemic issues. It prevents learning and improvement by focusing on symptoms rather than root causes.
- Learning and improving is essential – Organizations must constantly learn from successes and failures. Learning comes from understanding how work is actually done, not how it is imagined.
- Context drives behaviour – People’s actions make sense to them given their context. To improve performance, we must understand and improve the conditions and systems in which people work.
- How leaders respond to failure matters – The way leaders respond to failure or problems determines whether the organization learns and improves or stays stuck. Responses should focus on understanding and growth, not punishment.
“People are not the problem to be managed, people are solution to managing problems.” — Todd Conklin
Read more about Human & Organisational Performance (HOP) here
High Reliability Organising principles
- Preoccupation with Failure – Constantly alert to small errors or anomalies.
- Reluctance to Simplify – Embrace complexity and diverse views.
- Sensitivity to Operations – Focus on what is actually happening, not just what should be happening.
- Commitment to Resilience – Build capacity to detect, respond, recover, and adapt to disruptions.
- Deference to Expertise – Decisions are made by those with the most knowledge, not just by hierarchy.
“Reliability is the presence of adaptive capacity, not the absence of failure.” — Karl Weick
Resilience Engineering
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Learning from daily work
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New View insights should provide more certainty that traditional safety management practices work.
Deep Democracy Principles
- All voices matter – Include every perspective, even the unpopular. Our opinions and thought processes are influences by our fears, hopes and preferences.
- Emotion has wisdom – Feelings are data, not distractions.We all energetically interact with each other in a group. We consiously and unconsciously reflect and react on the agenda’s of all other members in the group.
- Roles live in all of us – We all carry parts of every viewpoint.The voice of the minority expresses crucial wisdom to the entire group.
- To openly disagree is valuable. Follow the heat – Go toward tension; that’s where truth hides.
- Use power consciously – Be aware of rank, seen and unseen.Mutual relationships are the most important.
“The last voice you want to hear is the one you need to hear the most.” — Myrna Lewis