The basic pursuit of Operational Resilience is to form, measure, sustain and improve a system involving human beings interacting with equipment in an environment. A resilient system responds predictably and reliably to disturbances in order to achieve its designed function or objectives including efficiency, profitability, quality and safety. The term Operational Resilience describes cohesion between processes aimed at business performance and improvement. Productivity, profitability and safety are concurrently linked. And because these are lagging measures of output, as many have unfortunately learned, those indicators can often mislead the organization into failure. The model is to identify and assess leading indicators, which are found in the contributing operation. Aside from other variables such as costs and market dynamics, when operations are resilient the system is optimized for profitability and safety. Our services are focused on assessing operations to measure and improve operational resilience including human factors analysis, leadership and cultural development, incident investigations and workforce talent services.
Vetergy Group specializes in Human Factors as a component of Operational Resilience. Our philosophy, formed through decades of leading large-scale operations, coaching leaders and
organizations, and investigating failure, is that the source of resilience is counterintuitive. Our principles draw on transferable experience and best practices from military and commercial aviation, special operations, Navy nuclear power and propulsion, NASA and oil & natural gas exploration. Slight exception notwithstanding, we must understand people do not set out to cause failure, rather their desire is to succeed. People are a component of an integrated, multi-dimensional operating framework. In fact, human beings are the spring of resiliency in operations. Operators have an irreplaceable capacity to recognize and correct for error and adapt to changes in operating conditions, design variances and unanticipated circumstances.
In contrast to the traditional individual-centered view, our approach to creating Operational Resilience is formed around the smallest unit of Human Factors Analysis we call the Operational Juncture™. It is within this multidimensional concurrence we are able to influence the reliability of human performance. Understanding this concurrence directs us away from blaming individuals and towards determining why the system responded the way it did in order to modify the structure. Starting at this juncture, we can preemptively design operational systems and reactively probe causes of failure. We view a holistic assignment of accountability fixing away from merely the actions of individuals towards all of the components that make up the operational juncture.
THE OPERATIONAL JUNCTURE
The Operational Juncture describes the multidimensional concurrence of people given a task to operate tools and equipment guided by conflicting objectives within an operational setting including physical, technological, and regulatory pressures provided with information where choices are made that lead to outcomes, both desirable and undesirable.
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