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A Leadership Primer for FS Doctrine Tom Harbour April 2006 PowerPoint Presentation
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A Leadership Primer for FS Doctrine Tom Harbour April 2006. “It is insanity to continue doing the same thing over and over and expect the results to be different...” Albert Einstein. Questions About Doctrine. Explain the intent in simple terms Where are we in the process?

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Presentation Transcript
slide1

A Leadership Primer

for

FS Doctrine

Tom Harbour

April 2006

slide2
“It is insanity to continue doing the same thing over and over and expect the results to be different...”

Albert Einstein

questions about doctrine
Questions About Doctrine
  • Explain the intent in simple terms
  • Where are we in the process?
  • What are impacts on training?
  • How do we implement without revising existing policy?
  • How does it affect Safety, vulnerability and liability?
  • What’s different from existing principles?
  • What about our partners?
intent
Intent
  • An organization guided by well stated principles that clearly represent our work, the environment, and the mission.
  • Principles are intended to develop the ability to make good choices.
we will assimilate doctrine in three phases
We will Assimilate Doctrine in Three Phases

Phase I : educates the workforce.

Phase II: validates doctrine in the mission

Phase III:implements Doctrinal principles into action

in the workforce

phase i education and understanding
Phase I: Education and Understanding
  • Pulaski Conferences identified a core set of principles that define the mission
  • Communicate our Intent
  • Develop trust and understanding
  • Gain acceptance
  • Foster support
how do we implement without revising existing policy
How do we implement without revising existing policy?

This is one of the early steps in validating the concept of doctrine.

  • Policy is viewed as that combination of principles and rules that guide practices and behaviors of the organization and it’s members.
phase ii validation
Phase II. Validation

Step 1

  • Making the Paradigm Shift:
    • Assessing what documents we need to change
    • Placing policy and doctrine together
    • Placing rules and procedure into guides
phase ii validation1
Phase II: Validation

“What is necessary to change a person is to change his awareness of himself”.

A. Maslow

Step 2

  • Evaluating
  • Learning
  • Modifying
  • Communicating
phase iii action implementation
Phase III. Action & Implementation

Step 1

  • Change in Organization
    • Risk Management
    • Human Performance and Development
phase iii action implementation1
Phase III. Action & Implementation

STEP 2

  • Comprehensive overhaul of training materials
  • Train the trainers
  • Train the Leadership
  • Train the militia
phase iii action implementation2
Phase III. Action & Implementation

Step 3

  • Change in management systems
    • Communicate leaders intent
    • Demonstrated behaviors
  • Peer Review
    • Our wrong choices and our right choices, handled correctly, become a learning experience for ourselves and others.
what s different from existing principles
What’s different from existing principles?
  • Return to foundational doctrine as the cornerstone of our philosophy about our mission and purpose
  • It is easier to act our way into a new way of thinking than think our way into a new way of acting
slide14

In a rules-driven culture the injured person was at fault

A NATURAL SIDE EFFECT OF RISK TAKING

“ACTS OF GOD”

ACCIDENTS

Poor Leadership”

HUMAN ERRORS

Poor Safety Systems

the variability paradox
The variability paradox
  • Human Error is implicated in 70-80% of accidents.
  • With Doctrine in place we strive for greater consistency of human action.
  • Making good choices involves the application of principles and obedience to rules along with learning from mistakes
individual organizational failures

Failures of multiple

systems

Individual

Accidents

OrgAx

Common ground:

Inadequate Doctrine

Poor safety culture

Operational pressure

Failure of

personal protection

against error

Individual & Organizational Failures
restating the problem with failures in performance
Restating the Problem with “Failures in Performance”
  • Choice implies the ability to choose. Some choices will be wrong. People make mistakes. People must have the ability to improvise, adapt, and overcome obstacles. We must learn from those experiences, right or wrong.
  • Rules do not overcome human nature
slide18

Between true science and

erroneous Doctrines,

ignorance is in the middle.

Hobbes, Leviathan

what does doctrine do
What does doctrine do?
  • Doctrine Guides How we Think
    • Rules begat mindless rules begat mindless behavior
    • Mindless rules are those without a direct link to a key principle.
    • Principles begat mindful philosophy begat doctrine to guide thinking and behavior
what does doctrine do for me
What does Doctrine do for me ?
  • Doctrine is taught as “right” behavior
  • It teaches you how to take risk successfully as opposed to restricting action considered to be risky thru rules & checklists.
how does doctrine affect safety vulnerability and liability
How does Doctrine Affect Safety, Vulnerability andLiability?
  • Good and bad outcomes are directly related to actions and behaviors, and individual adherence to a clearer and more meaningful set of rules results in better performance.
  • Our challenge is to develop leaders who match the wide variety of situations that we face.
what about our partners
What about our partners?
  • Through the understanding of doctrine employees and leaders alike are provided with a means to avoid both risk aversion and recklessness.
  • There is nothing exclusive in our doctrines that precludes partners from joining with us.
slide23

“Those who are possessed of a definitive body of doctrine and deeply rooted convictions will be in a much better position to deal with the shifts and surprises of daily affairs than those who are merely taking short views”

Sir Winston Churchill