Dr Michael Devine - Resilience & You


Dr Michael Devine is back to help us navigate through the current world we live in.

Once we had change managers, now we look at just how do we plan for the future while being unsure of what tomorrow will bring.

If you want to hear more about Michaels story, head back to episode four, where he gives us a great insight into his pathway.

What are High-Reliability Organisations (HROs)?

Basic principles of HRO’s as outlined by : Karl Weick &  Kathleen Sutcliffe – Managing the Unexpected

 Preoccupation with failures: What can go wrong, and preparing for?

  • Conscious decision making with real information, ‘plan for the worst, expect the best’
  • By planning, you are more prepared to deal with what’s out there.
  • You may not follow the plan, but you have a good understanding of what is out there.

Reluctance to simplify: How do we understand the information within our systems?

Sensitivity to operations:

  • Traditional change management can often fail here.
  • When the tempo is sped up, you need to know what is going on in other departments within an organisation.
  • Cross Skilling is a core approach here:
    • Everyone understands their environment better, and see the impacts of decision making more effectively.
    •  Remove single points of failure that become critical during times of change/crisis.
  • Military operations understand this best, if they loose a solder, what happens?

Commitment to resilience:  How do we make a commitment to continued operations?

  • We will do what is required to ensure the overall goal is achieved.
  •  Values & Culture are the core of what makes this work, are our teams aligned to the company vision and values?
  •   How do we reward the people that align to the vision?
  • Example – Qantas A380 disaster

Deference to expertise: How do we get the right information to the right people at the right time?        

  • It’s common that the information that could have prevented disaster was available, just not in the right hands to make a decision.
  • In true high performing teams, the expert always has the decision.

How do we become a HRO, and what to look for if you are working within one?