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“Latent Cause Analysis first. Everything else follows.”
Frequently Asked Questions
I've been around for a LONG TIME, and trust me, this is one of the most common comments I hear whenever suggesting pursuing a deeper understanding of things that go wrong. But I will NEVER support this kind of comment with "well then, I guess you just better go with the flow and play it safe."
Please think about this.... no matter where you are in your organization, you can influence other people with a simple mindset: LEAD BY EXAMPLE! If you learn to ALWAYS look at yourself as part of any problem you encounter, the people around you will ADMIRE you and eventually do the same.
There are two sides to the question: "should this be driven from the bottom-up, or top down?" Please be aware of both sides! I cannot imagine an upper level executive that would frown on any part of the organization that fully embraces IntroSpect. Just the opposite. That executive will want the same culture EVERYWHERE.
BE THE CHANGE!
Everything you need to know about improving your life is contained within your failures -- EVERYTHING!
Ban Blame. Require Introspection.
What is it about the way I am that contributes to the problems around me, and what am I going to do about it?
If you think writing action items are going to solve your problems, you have no idea what's causing your problems!
There is absolutely NO such thing as a ROOT CAUSE. In fact, there are about 8 billion of them living on this planet.
Change people, or change people.
Our desire to ACT overpowers our need to UNDERSTAND.
We must try to understand to such an extent that we're convinced we'd have done the same thing if we were that person.
We are all on a merry-go-round. Our job is to make it visible!
Until WE see OURSELVES as part of the problem, THEY will never change.
What you tolerate grows, what you condone multiplies.
“A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them.” - John Maxwell
Practicing LCA develops the leader in you.
‘When you were made a leader you weren't given a crown, you were given the responsibility to bring out the best in others.’ - Jack Welch
‘The secret of success is changing the way you think.’ - Jack Welch
Failsafe is planning on scaling operations with new offices throughout the United States over the next five years. We will advertise when we are hiring on our website and social media platforms. If you have an interest in working for Failsafe, please submit your resume using our Contact page.(https://www.failsafe-network.com/contact) We will reach out to help determine your best fit and notify you when an opening is available.
We often hear people say that they love our techniques and approaches but their management is not ready for what we offer. You will wait FOREVER if you wait for people to be ready for any of our offering's. IntroSpect, Latent Cause Analysis, and our VLOG series are the vehicles that will CHANGE the people you wish to change. Dont' wait for them to change. Use our materials to change them.
The best approach will be to start with whatever group you are in, or whatever people you have influence over. Start there. Put our approaches and principles into practice at your own level, and watch what happens. Your supervisor, manager, VP, or executive board will want to know how you did what you did.
No business person will turn down an idea that is already working. If they do, quit and find work elsewhere.
The Community of Human and Organizational Learning, or CHOLearning, is a group of dedicated consultants and practitioners focused on operational excellence and event learning. CHOLearning was previously known as HPRCT. It is, by far, the best conference we have ever attended. C. Robert Nelms, Failsafe's founder, served on the board from 2016 to 2020. We strongly recommend this OUTSTANDING resource to anyone interested.
Sign up for their mailing list.(http://www.hprct.org)
It's a long list includings ConocoPhillips, Phillips 66, Ledcor, Enbridge, Shell, Eastman Chemical, Michigan State Police, New York State Police, Fuji Film, Sinclair Oil, Luminant, Vista, American Electric Power, SWEPCO, Petrozuata, Alcoa, Altura Energy, BP, Brock, Chesapeake Energy, Glow Resources, Grew Wolf Drilling, Trinidad Drilling, Stoneham Drilling, Penn Maritime, Linn Energy, Lubrizol, M&R Trucking, Motiva, NCRA, Office of Pipeline Safety, Ontario Power Generation, Sulzer, Suncor, SWIFT Energy, Terra Industries, Waste Management, Willamette
This is a GREAT question. The uniquenesses are many and profound. FIRST, we know of no other learning method that focuses as much on EVIDENCE as our methods -- bar none! Our 4-day class used to spend 2 full days on evidence -- what it is, how to gather it, and what to do with it after it's gathered. "Everything we need to know about our existence is staring us right in the face." SECONDLY, our methods REQUIRE the people involved in the problem to identify the causes of the problem, as well as any actions. MOST IMPORTANTLY, our methods BAN BLAME but REQUIRE INTROSPECTION. No-one, at any level, is allowed to blame other people or things. All contributors (and finger pointers) are REQUIRED to see themselves as part of the causes of the problem.
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