1. Perceptual Blindness and the MBM Problem Solving Framework
Do you see what I see?
(and how do we fix it?)

2. Perception… Is reality, right? So, what do you see?
Do co-workers see the same thing?

3. A Different Perspective
How about now?
All that’s changed is the
vantage point!

4. Perceptual Blindness
It is the inability to perceive features in a visual scene when the observer is not attending to them. (Inattentional Blindness)
This can be a result of having no reference to perceive the unseen objects, or it can be a loss of mental focus which cause mental distractions.
Humans have a limited capacity for attention this limits the amount of information we can process. Some features in the visual field will not be observed if not processed by attention.

5. Test 1 - Find the Face

6. Do you see it now?
Our minds have trouble perceiving what we do not anticipate.

7. TEST 2 – How many F’s Count the number of 'F's in the following text:
TWO OF THE MOST POWERFUL AND EFFECTIVE OF ALL HUMAN FEARS ARE THE FEAR OF FAILURE AND THE FEAR OF SUCCESS!

8. So how did you do…
How many did you see?
Three?
Four?
Six?

9. Now how many do you see!?
Count the number of 'F's in the following text: TWO OF THE MOST POWERFUL AND EFFECTIVE OF ALL HUMAN FEARS ARE THE FEAR OF FAILURE AND THE FEAR OF SUCCESS!

10. Explanation
There are a total of eleven (11) f's in the previous passage. However, often people will only see 6 or 7.
Most often missed are the f's in the word "of," perhaps because the "f" makes a "v" sound in that word. If you didn't find all eleven, don't feel bad - most people miss some.
Bottom Line:
What you perceive is not always the complete reality.

11. Safety and Perceptual Blindness
Drivers:
Past Practice
Experience
Mitigating steps:
Ongoing Training
Knowledge Share
Discuss Hazards
Find and Solve
Problems

12. Perception and Hazard Awareness

13. PERCEPTUAL BLINDNESS
Mental Blocking – focusing intently on a task or object and not paying attention to anything else.
Our senses are bombarded with stimuli every second. The mind is overwhelmed and cannot process everything.
This is where “attention” takes over. It acts as a filter examining data being sent to the brain and it selects only a small percentage of the data for processing “conscious perception”. The remaining data is lost or discarded (inattentional blindness).
When our focus or “attention” mistakenly filters/discards important information, the result is: accidents, injuries and/or missed opportunities.

14. 5 CORE AREAS OF THE BRAIN Problem Solving – Cognitive thinking
Memory – Recall
Attention – Focus/concentration
Speed – Reaction time
Flexibility – Adaptability
Problem Solving – Cognitive thinking

15. Solving Problems
Identify and Define the Problem - Is it something we care about?
Does it have significant direct/indirect impact?
Define the Problem
Make sure it is “SMART”
Specific
Measurable
Achievable
Relevant
Timely
What is at stake?
What is the opportunity cost?

16. Identify Potential Root Causes
Identify the symptoms
What does the problem look like
Diagnose the Potential Root Causes
Align with dimensions of MBM
Choose the Root Cause(s) driving the Problem
Know the cause and effect of the root cause, symptoms, and problem

17. Develop a Potential Solution
Select a Solution to Test
Generate several potential solutions
Discuss Pros/Cons – get input from others
Make sure progress is measurable
Establish a Measure of Success
Set goals
Determine levels of success (i.e., Base Case, Worst Case, Best Case)

18. Implement a Solution Discuss the Proposed Solution with Others
Seek confirmation and CHALLENGE
Implement Solution
Be biased toward experimentation
Develop a plan of action
Seek feedback

19. Evaluate and Follow Up Evaluate Progress Hold the Gains
Are we meeting expectations?
Compare to what was expected
Check second and third order effects
Hold the Gains
Ensure the problem does not recur
Monitor measures and processes
Celebrate Successes

20. Things to avoid Rushing to a “solution”
Recognizing a single MBM solution
Linking problems to “management” as an ultimate root cause
Making analysis too complex/simple
Confusing symptoms as causes