#2 High Reliability Organizations Have it Wrong: A Shift from Failure to Success.

High Reliability Organizations (HROs) have been long studied and respected for their ability to function effectively in complex and hazardous environments where mistakes can lead to catastrophic consequences. Fundamental principles guiding HROs include a preoccupation with failure, reluctance to simplify, sensitivity to operations, commitment to resilience, and deference to expertise. However, the traditional model of focusing primarily on failure may be misguided. A new perspective that places equal emphasis on understanding success and the mechanisms that drive it is essential.

Preoccupation with Success vs. Failure

HROs are often preoccupied with studying failure and creating systems that respond to potential mishaps. This focus on what can go wrong has undoubtedly saved lives and minimized errors, but at the same time, it might be limiting the organization's potential. Rather than a preoccupation with failure, there should be a preoccupation with success. 

You need to know why things are working to know how to fix them when they break. Understanding success provides a roadmap for not only maintaining effective operations but also for enhancing and evolving them. In other words, the analysis of success can lead to innovation and growth, whereas the study of failure often leads to mere containment and remediation.

Driving Towards Success: The Car Analogy

Consider the act of driving a car. What you focus on is what you end up going towards. We have all been in situations where we see an obstacle, a pothole, for instance, our focus gets caught on it, and we end up hitting it rather than avoiding it. If a driver's attention is always on obstacles, not the path they want to follow, the drive will be unnecessarily difficult. The same is true for organizations.

An organization cannot be more focused on what they are against than what they are for. They must set their sights on success, understanding what makes processes work well, and identifying opportunities for growth, innovation, and risks before failure occurs. 

Upstream Thinking and Preventive Evaluation

Creating an environment that rewards upstream and preventive thinking and evaluation encourages team members to produce better outcomes. Such an approach builds a culture where people are empowered to innovate, explore, and grow rather than constantly fearing failure.

When a failure occurs, a common reaction is a swarm from the quality team, focusing on what went wrong. While this is understandable, do not confine the analysis to that one area or process. Spread the findings across all areas of your organization to identify potential risk factors when evaluating what keeps other processes working well and where to improve and shore things up. Avoiding a reaction producing a fear of failure that stymies innovation is imperative. 

From Reactive to Proactive

Understanding why a process is successful provides insights into potential vulnerabilities. It shifts an organization's thinking from reactive to proactive. Organizations can anticipate failures instead of merely responding to them by recognizing weaknesses in successful processes. This anticipatory approach allows for more precise interventions and less disruption when something does go wrong.

Building a New Model of High Reliability

A model of High Reliability that emphasizes understanding success as much as failure promotes a positive organizational culture. It shifts the narrative from one of avoidance to one of aspiration and innovation.

Failures should be evaluated, absolutely, but so should successes. Both analyses provide essential information for continuous improvement. Organizations must look at both sides of the coin, understanding what might break and what makes things work.

Conclusion

Meticulous attention to potential failures has served well in reducing accidents and improving overall safety. However, a more holistic approach that equally values the analysis of success can lead to a richer, more nuanced understanding of organizational processes.

An emphasis on success does not mean ignoring failure. It means building a comprehensive view that appreciates what can go wrong and what must go right. It encourages innovation, supports growth, and leads to a more resilient and vibrant organization.

It's time to move beyond the traditional model of HROs and embrace a perspective that recognizes the importance of understanding success. By shifting the focus from what organizations are against to what they are for, we can drive organizations to a more innovative and safe future.