This episode explores how embracing failure can drive personal and organizational growth. Failure isn’t an endpoint—it’s a new beginning that offers opportunities for learning and improvement. Rather than fearing setbacks, adopting a mindset that sees failure as a necessary teacher is key.

Blame for errors is unhelpful. Focusing on understanding instead of blame helps organizations create a learning culture. This motivates employees to share experiences and insights, which leads to improved safety practices and better operations.

Learn how to manage human error. Human error is unavoidable. We understand that everyone, no matter their skills or experience, makes mistakes. What matters most is accepting human fallibility instead of chasing perfection and having an effective process to learn from errors.

Review the 5 Principles of Human Performance (HOP) for organizational learning and improvement. Discover the most effective process ever developed to implement HOP principles within an organization while enhancing communication and productivity.

Rob Statham discusses with author Laurin Mooney her new book 'High Reliability in Action.' The conversation explores her motivation for creating a practical guide to High Reliability. They examine the challenges caused by increasing complexity. People regularly face unexpected and unclear events, but we often concentrate on tasks we already know to achieve our goals. Yet, much occurs outside of our plans, and to succeed, we need to learn how to adapt and navigate effectively. That is the purpose of 'High Reliability in Action.'

Nuclear Regulatory Commission inspector, trainer, and author Dick Swanson shares his biggest takeaways from an illustrious career learning from things that go wrong and preventing future events.

You are tasked with gathering evidence from people about a significant event that happened at work. Where do you start? How do you begin? What to do and what NOT TO DO. Rob Statham shares a simple, effective approach to interviewing people.

Your phone rings, and your manager asks you to lead an investigation into a major event that just happened at work. Your adrenaline kicks in, and your mind starts racing. Where do you begin? Rob Statham explains how to respond to that call in a way that sets you up for success.