1. 1 A Leadership Primer for FS Doctrine Tom Harbour April 2006

2. “It is insanity to continue doing the same thing over and over and expect the results to be different...” “It is insanity to continue doing the same thing over and over and expect the results to be different...” Albert Einstein Albert EinsteinAlbert EinsteinAlbert Einstein

3. 3 Questions About Doctrine Explain the intent in simple terms Explain the intent in simple terms Where are we in the process? Where are we in the process? What are impacts on training? What are impacts on training? How do we implement without revising existing policy? How do we implement without revising existing policy? How does it affect Safety, vulnerability and liability? How does it affect Safety, vulnerability and liability? What’s different from existing principles? What’s different from existing principles? What about our partners? What about our partners?

4. 4 Intent An organization guided by well stated principles that clearly represent our work, the environment, and the mission. An organization guided by well stated principles that clearly represent our work, the environment, and the mission. Principles are intended to develop the ability to make good choices. Principles are intended to develop the ability to make good choices.

5. 5 Phase I : educates the workforce. Phase II: validates doctrine in the mission Phase III: implements Doctrinal principles into action in the workforce We will Assimilate Doctrine in Three Phases

6. 6 Phase I: Education and Understanding Pulaski Conferences identified a core set of principles that define the mission Communicate our Intent Develop trust and understanding Gain acceptance Foster support

7. 7 How do we implement without revising existing policy? This is one of the early steps in validating the concept of doctrine. Policy is viewed as that combination of principles and rules that guide practices and behaviors of the organization and it’s members. Policy is viewed as that combination of principles and rules that guide practices and behaviors of the organization and it’s members.

8. 8 Phase II. Validation Step 1 Making the Paradigm Shift: Making the Paradigm Shift: –Assessing what documents we need to change –Placing policy and doctrine together –Placing rules and procedure into guides

9. 9 Phase II: Validation “What is necessary to change a person is to change his awareness of himself”. A. Maslow Step 2 Evaluating Evaluating Learning Learning Modifying Modifying Communicating Communicating

10. 10 Phase III. Action & Implementation Step 1 Change in Organization Change in Organization –Risk Management –Human Performance and Development

11. 11 Phase III. Action & Implementation STEP 2 Comprehensive overhaul of training materials Comprehensive overhaul of training materials Train the trainers Train the trainers Train the Leadership Train the Leadership Train the militia Train the militia

12. 12 Phase III. Action & Implementation Step 3 Change in management systems Change in management systems –Communicate leaders intent –Demonstrated behaviors Peer Review Peer Review –Our wrong choices and our right choices, handled correctly, become a learning experience for ourselves and others.

13. 13 What’s different from existing principles? Return to foundational doctrine as the cornerstone of our philosophy about our mission and purpose Return to foundational doctrine as the cornerstone of our philosophy about our mission and purpose It is easier to act our way into a new way of thinking than think our way into a new way of acting It is easier to act our way into a new way of thinking than think our way into a new way of acting

14. Poor Leadership” HUMAN ERRORS “ACTS OF GOD” Poor Safety Systems In a rules-driven culture the injured person was at fault In a rules-driven culture the injured person was at fault ACCIDENTS A NATURAL SIDE EFFECT OF RISK TAKING

15. 15 The variability paradox  Human Error is implicated in 70-80% of accidents.  With Doctrine in place we strive for greater consistency of human action.  Making good choices involves the application of principles and obedience to rules along with learning from mistakes

16. 16 Individual & Organizational Failures Individual Accidents OrgAx Failure of personal protection against error Failures of multiple systems Common ground: Inadequate Doctrine Poor safety culture Operational pressure

17. 17 Restating the Problem with “Failures in Performance” Choice implies the ability to choose. Some choices will be wrong. People make mistakes. People must have the ability to improvise, adapt, and overcome obstacles. We must learn from those experiences, right or wrong. Choice implies the ability to choose. Some choices will be wrong. People make mistakes. People must have the ability to improvise, adapt, and overcome obstacles. We must learn from those experiences, right or wrong. Rules do not overcome human nature Rules do not overcome human nature

18. 18 Between true science and erroneous Doctrines, ignorance is in the middle. Hobbes, Leviathan

19. 19 What does doctrine do? Doctrine Guides How we Think Doctrine Guides How we Think –Rules begat mindless rules begat mindless behavior –Mindless rules are those without a direct link to a key principle. –Principles begat mindful philosophy begat doctrine to guide thinking and behavior

20. 20 –Doctrine is taught as “right” behavior –It teaches you how to take risk successfully as opposed to restricting action considered to be risky thru rules & checklists. What does Doctrine do for me ? What does Doctrine do for me ?

21. 21 How does Doctrine Affect Safety, Vulnerability and Liability? Good and bad outcomes are directly related to actions and behaviors, and individual adherence to a clearer and more meaningful set of rules results in better performance. Good and bad outcomes are directly related to actions and behaviors, and individual adherence to a clearer and more meaningful set of rules results in better performance. Our challenge is to develop leaders who match the wide variety of situations that we face. Our challenge is to develop leaders who match the wide variety of situations that we face.

22. 22 What about our partners? What about our partners? Through the understanding of doctrine employees and leaders alike are provided with a means to avoid both risk aversion and recklessness. Through the understanding of doctrine employees and leaders alike are provided with a means to avoid both risk aversion and recklessness. There is nothing exclusive in our doctrines that precludes partners from joining with us. There is nothing exclusive in our doctrines that precludes partners from joining with us.

23. 23 “Those who are possessed of a definitive body of doctrine and deeply rooted convictions will be in a much better position to deal with the shifts and surprises of daily affairs than those who are merely taking short views” Sir Winston Churchill

24. 24 DISCUSSION ?