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How to Continually Improve Organisations based on Operational Learning

People standing in the shade

I'm not interested in preserving the status quo; I want to overthrow it.

Niccolò Machiavelli 1469-1527
Man spreading his arms in the sunrise


For many years, we have tried to make workers 'care more' and 'pay more attention' to what they are doing so they won't make mistakes. It seems that we have run that course about as far as it will go. Simply asking workers to be more careful does not equate to 'more careful' workers...

5 hands doing a fistbump


Does every job or task in your organization runs exactly as planned? Did you ever try to learn from the incident that never happened? If the answer to these questions is 'no', then a Learning Team is what you are looking for to make real change happen!

glasses upside down on a table


Most systems, processes and procedures solely describe how work is planned... 'Work the plan' is saying it is always a perfect job. Avoiding failure is setting the standard to reach perfection, but workers are humans and these are not able to achieve the perfect result...

The controls of a plane

Management Systems

For many companies, obtaining ISO-certificates is a must. Without these certificates, no business... Apart from complying, getting certified has no real added value. The management system philosophy is not lived and creates frustration with management and staff. Some weeks before every audit it is 'all hands on deck' and the certificate is nothing more than a frame on the wall at the entrance...

The inside of a tube

Improvement Projects

A lot of systems, processes or procedures solely describe how work is planned. They assume that all risks are permanent. Nothing could be further from the truth... That is why quality defects continue to exist and accidents to happen. Asking employees to be more careful not to make mistakes does not lead to better quality. Just like asking employees to pay more attention will not avoid having an accident...

post-its on a wall

Incident Analysis

Traditionally, when something goes wrong, all that is necessary is to find the 'defective' part (read 'the human') and begin a cycle of name, blame, shame and retrain... By doing so, you shouldn't be surprised that some smaller incidents and many near misses don't get reported. Reporting is a function of how much your workers trust your organisation. Employees who fear to get punished will not stick their neck out...