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Mike and Pam talk about how safety has changed on construction sites since they began their careers.

The recent Alec Baldwin shooting incident is an interesting study in human and organizational performance. Mike discusses some of the latent conditions, error precursors and error traps that are currently known.

Pam and Mike talk about the changes and evolution of safety training and ongoing need for improvement.

Pam talks about the problems and potential solutions to those problems in conducting meaningful JHAs (pre-work meetings).

Memories are often thought of as factual evidence during incident/accident investigations. In reality, memories are easily contaminated by others and likely to change over time. In event learning, we don't rely on memories as evidence but instead seek to understand the event context.

Successfully integrating and sustaining Human Performance in an organization requires a holistic approach. Unfortunately, too many try to piecemeal HP by cherry-picking bits and pieces of this operating philosophy. This almost always results in failure of execution. Mike discusses common ways that organizations screw up HP.

Despite our best efforts at accident prevention, sooner or later failure will occur. Serious and catastrophic events often involve outliers or anomalies that are unimaginable and beyond prediction. Mike discusses why organizations need to change the mindset that we can prevent everything. We need to move towards balancing preventative efforts with consequence-control and recovery efforts. We need to make it safe to fail.

Pam does something stupid and decides to talk about how we are all human, we are all fallible and the need to move from shame and blame to learning.

Often, safety problems are not safety problems at all. They are operating system problems. Safety professionals are often tasked to fix issues that they're unable to fix and can only be fixed by management. Human Performance is about understanding how operating systems drive errors and at-risk behaviors. Mike discusses some of the more common operational issues that get labeled as "safety problems".

Traditional "Crime & Punishment" models of safety tend to disengage workers. Mike discusses the largest and most statistically valid study ever conducted on employee engagement and motivation. Creating a safety culture based on the top 4 motivators will transform your organization.

Attention is a finite resource. However, many traditional "accident investigations" tend to identify lack of situational awareness as a cause rather than a symptom of a deeper issue. Mike discusses how organizations need to move beyond judgmental statements to understanding how attention works.

If there is any one area of safety management in which organizations struggle it is how to drive the safety performance of managers and supervisors. Mike discusses the difference between responsibility and accountability and some ways to develop a formalized accountability system.