All over the world, companies in a range of industries are beginning to benefit from the use of Learning Teams. What are Learning Teams and why are they so effective? In this session, using scenario-based learning, we will explore and demonstrate: What operational learning can look like The use of Learning Teams to gain valuable operational insights Applying the myosh Learning Teams Module to capture learning team information This session will equip you with the skills to: Understand the fundamentals of operational learning Understand how the myosh Learning Team Module works Integrate learning teams into systems using myosh The webinar will consist of a demonstration on how learning teams works (Andy Shone), followed by an explanation of the module (Mark Alston). There will be a Q&A at the end. Southpac International is also offering free 15-minute consultations on HOP & Learning Teams, with consideration on how these can be facilitated virtually. About Southpac International Southpac International was established to assist organisations and business leaders to get the very best from their people and from their systems. They can help your organisation move off the plateau of performane, improve safety, while also simultaneously improving across all your other key objectives. https://myosh.com/event/what-are-learning-teams-and-why-are-they-so-effective/ https://www.southpacinternational.com/ https://www.immotus.com.au/

2. LEARNING TEAMS
Learning Teams are a new method and
approach for learning about and from
events (accidents & incidents) and from
normal work.
BUT…
The tool is not nearly as important as the
operating philosophy that underpins it.

3. THE HOP PRINCIPLES

4. WORK AS PLANNED vs WORK IN PRACTICE
Work as Planned
Work in Practice
“Workers are Masters of Complex Adaptive Behaviour”
“masters of the blue line”
Conklin & Edwards, 2018

5. UNDERSTANDING
if we want better answers…
…we have to ask better questions!

6. A SCENARIO

7. THE TRADITIONAL
APPROACH

8. What we would
have found…
• Manual Handling risk
• Rules being broken
• Cardinal rules being broken
• Maintenance not being completed

9. WHAT IS A LEARNING TEAM?
Learning Teams tell the story:
• As each person saw an event (or
see’s normal work)
• Of complexity
• Of normal variability and
coupling
• Of how work gets done
EDWARDS, 2017

10. WHAT A LEARNING TEAM IS
NOT
Learning Teams are NOT:
• A traditional investigation
• Worried about collusion
• Focused on the “one true story”
• Focused on the one “root cause?”
• Focused on blame
EDWARDS, 2017

11. WHO’S ON A
LEARNING
TEAM?
• Coach or facilitator (and co-facilitator)
• Small enough to manage but large enough
to capture the context (i.e. 4 –6ish)
• Those close to the event or issue
• Possibly someone from outside the process
• Support members as needed
• Leadership if needed and invited

12. THE GOAL OF A LEARNING TEAM….
to learn enough that we realize, given the conditions people face,
the information they hold, the tools and equipment they have and the
pressure they are under…
that we would probably have made the same decision

13. LEARNING TEAM PROCESS
Determine need for Learning Team
1st Session – Learning Mode only
Provide ‘Soak Time’
2nd Session – Start in Learning Mode
Define defences / build new ones / improve
Test defences!
Tracking actions & criteria for closure
Tell the story

14. FIRST SESSION – LEARNING MODE
• Insight into the problem
• Understanding the context
• Learning not solving
• Learning IS action
• 1-2 hours maximum per session

15. FIRST SESSION
• Conditions, not choices
• Inviting dissent and diversity
• Avoiding timelines
• Withholding judgement

16. What we did
find during the
first session…
• Production Pressure, site was underperforming “Design Capacity”. Forever playing catchup.
• Maintenance was not being completed, there was no PM, understaffing, and the maintenance
team had very restricted access to the line (Production pressure, don’t stop the line)
• Insufficient or wrong equipment
• No elevated platform alongside problem sections of the line
• Isolation fences in the wrong places
• Fences blocking access to the in-feed stopping forklift access
• Rules and Cardinal rules being broken
• Climbing on plant and equipment
• Non-isolation of equipment

17. A ‘MESSY’ STORY
fear of reporting
weak signals
system strengths
resource constraints
local factors
change in plans
incomplete proceduresunclear signals
production pressure
design shortcomings
poor communication
goal conflict
tradeoffs
adaption
latent conditions
system weaknesses
flawed processes
normal variability
near misses
data
past successes
personal factors
surprises
errors
(Conklin, Edwards, Baker & Howe, 2017)
EVENT

18. SOAK TIME
• Provides a moment to reframe
• Time for reflection
• Generates a need for a summary and
discussion before next session

19. SECOND SESSION
• Review & recap previous
session
• Discover additional
information
• Identify key themes

20. SOLUTIONS
• Solutions or concepts are
created, prototyped, tested and
iterated
• Solution is finalised, produced
and launched
• Experimentation
• Tracking actions (feedback)

21. OPERATIONAL WISDOM
…is the difference between
fixing the right things the first
time or fixing the wrong things
aggressively and often.
CONKLIN, 2016

22. OUTCOMES FROM
A LEARNING TEAM
Tangible Outcomes
• Learning and insights
• Corrective actions and improvements
Intangible Outcomes
• Sharing of stories
• Changing the narrative
• Engagement and trust

23. TAKEAWAYS
Consider:
• Size and complexity of problem
• Learning outcome expectations
• Group size
• Learning environment
• Facilitator / Coach

24. WHERE
TO USE A
LEARNING
TEAM
• Not for everything (resources!!)
• Based on severity (or potential)
• Post-event (injury / quality / operations)
• Near miss or close call
• Good Catch
• Interesting successes
• High risk operations
• Challenging design problems
• Not for criminal behaviour

25. YOU
CAN’T
HANDLE
THE
TRUTH!

26. THE HOP PRINCIPLES