Chapter
3.1.1. Latent Conditions – Objectives Not Safeguarded/Protected
3.1.3. Active Failures – Objectives Not Safeguarded/Protected
3.1.4. An Example: Latent Condition or Active Failure?
3.2. Safety, Performance and Sustainability
3.2.1. Conflicting Objectives?
3.2.2. Corporate Social Responsibility
3.2.3. Heinrich and Reason Revisited
3.2.4. The Concept of Unsafety
3.2.5. Definitions Providing a Foundation for Safety Science (by Peter Blokland*)
3.2.6. Heinrich’s Pyramid and Consequences of Human Error
3.3. Measuring (Un)Safety
3.3.2. An Example: Volkswagen Group
3.3.3. Categories and Dimensions of Objectives
3.3.4. The Numbers Tell the Tale
3.4. Uncertainty Management and High Reliability Organisations
3.4.1. HRO Principle 1: Targeted at Disturbances
3.4.2. HRO Principle 2: Reluctant for Simplification
3.4.3. HRO Principle 3: Sensitive towards Implementation
3.4.4. HRO Principle 4: Devoted to Resiliency
3.4.5. HRO Principle 5: Respectful for Expertise
A Measuring System for (Un)Safety
4.1.2. Emotional/Psychological Loss
4.1.7. Functionality Loss
4.1.8. Environmental Loss
4.3. Logical Levels (of Awareness)
4.3.1. Context/Environment
4.3.4. Values and Convictions
Total Respect Management – The Methodology – Leadership
5.1. The Quality of Perception, Mental Models, Dialogue and Change
5.1.1. Quality of Perception
5.1.3. The Organisational Undercurrent
5.1.4. Dialogue and Change
5.1.5. Leadership, Management and Excellence
5.2. Leadership as a Process
5.2.1. Looking at Leadership and Management as Separate Processes
5.3. Aligned Leadership and Systems Thinking – The Fifth Discipline
5.3.1. Getting All the Wood Behind One Arrow
5.4. Aligned Leadership and the Logical Levels of Awareness
5.4.3. Ambition (Identity and Role Identity)
5.4.4. Values and Convictions
5.4.5. Skills and Capabilities
5.4.7. Context/Environment
5.5. Leadership and Management
5.5.1. Leadership and the Cynefin Framework
5.6. Basic Principles in Leadership
5.6.1. TR³M – The Ten Commandments of Leadership
5.6.1.1. Know Your Mission, Know Your Goal(s)
5.6.1.2. Develop a Clear Strategy on How to Reach Your Goals and How You Will Fulfil Your Mission
5.6.1.3. Communicate Your Strategy and Vision in a Clear and Easy to Understand Way towards Yourself, Your Collaborators and Other Appropriate Stakeholders
5.6.1.4. Actively Listen to Yourself, Your Collaborators and Other Appropriate Stakeholders
5.6.1.5. Decide! Immediately When It Is Necessary, after Communication and Consultation Whenever This Is Possible
5.6.1.6. Behold Integrity and Take up Your Responsibility! Talk the Talk and Walk the Walk! Be Honest Towards Yourself, Your Collaborators and Other Stakeholders
5.6.1.7. Be Respectful Towards Yourself, Your Collaborators and Other Stakeholders
5.6.1.8. Be Flexible! The Most Flexible System Is the Best Performing One!
5.6.1.9. Be Empathetic. Do Not Deny and Become Aware of Your Own Feelings and Have Sympathy for the Feelings of Your Collaborators and Other Stakeholders
5.6.1.10. Have Compassion and Understanding for Yourself Your Collaborators and Other Stakeholders. There Is No Failure, Only Feedback
Total Respect Management – The Methodology – Management
6.1. From Leadership to Management
6.2. All Management Is Risk Management
6.2.1. From Risk Management to Enterprise Risk Management
6.3. Integrating Risk Management in an Organisation
6.3.1. ISO 31000 as a Way to Integrate Risk Management in Organisations
6.3.2. Eleven Principles of Risk and Total Respect Management
6.3.3. A Framework to Integrate Risk Management in Organisations
6.3.4. A Process to Manage
6.4. The Eleven Principles
6.4.1. Risk Management Creates Value
6.4.2. Risk Management Is an Integral Part of Organisational Processes
6.4.3. Risk Management Is a Part of Decision Making
6.4.4. Risk Management Explicitly Addresses Uncertainty
6.4.5. Risk Management Is Systematic, Structured and Timely
6.4.6. Risk Management Is Based on the Best Available Information
6.4.7. Risk Management Is Tailored
6.4.8. Risk Management Takes Human and Cultural Factors into Account
6.4.9. Risk Management Is Transparent and Inclusive
6.4.10. Risk Management Is Dynamic, Iterative and Responsive to Change
6.4.11. Risk Management Facilitates Continual Improvement and Enhancement of the Organisation
6.5.1. Mandate and Commitment
6.5.2. Design of the Framework
6.5.2.1. Understanding the Organisation and Its Context
6.5.2.2. Establishing the Risk Management Policy (on an Operational Level)
6.5.2.3. Designating Risk Owners for Identified Risks and Determining Their Accountability
6.5.2.4. Establishing How Risk Management Will Be Integrated into All Organisational Processes
6.5.2.5. Determining the Resources That Are Needed and Which Will Be Provided, to Implement the Plan and Integrate Risk Management throughout the Entire Organisation
6.5.2.6. Establishing Internal Communication and Reporting Mechanisms Regarding the Management of Risks
6.5.2.7. Establishing External Communication and Reporting Mechanisms Regarding the Management of Risks
6.5.3. Implementing Risk Management
6.5.4. Monitoring and Review
6.5.5. Continual Improvement of the Framework
6.6. The Risk Management Process
6.6.1. Communication and Consultation
6.6.2. Establishing the Context
6.6.2.2. External Context of the Organisation
6.6.2.3. Internal Context of the Organisation
6.6.2.4. Context of the Risk Management Process
6.6.2.5. Defining Risk Criteria
6.6.4. Risk Identification
6.6.4.1. Risk Registration and Wording
6.6.5.1. The Level of Risk
6.6.7.1. Risk Treatment Options
6.6.7.3. Risk Treatment Plan
6.6.8. Monitoring and Review
6.6.9. Documenting the Process
Total Respect Management – The Methodology – Excellence
7.1. Perception and the Ladder of Inference
7.1.1. The Human Sensorial System
7.1.3. Making Sense of Things
7.1.4. Building up Assumptions
7.1.5. Building up Inferences
7.1.6. Developing Beliefs
7.1.7. Judgement, Decisions and Actions
7.2. Reality and Attitude
7.3. Continuous Improvement and Excellence
7.5. KARAF, a Model and a Process
7.5.1. Attitude and Reality
7.6. KARAF and Leadership
7.8. A Way to Deal with ‘Increasing Complexity’
7.10. Seven Domains of Excellence
7.11. Karaf, Excellence and Performance Management
7.11.1. Performance Indicators
7.11.2. A Level of Excellence
Change Management and Organisational Alignment
8.1. Leadership, Management, Excellence and Organisational Alignment
8.3. An Organisational Alignment Model for the Creation of a Culture of Excellence
8.3.1. Ladder of Inference – Direction and Orientation – Flywheel of Alignment Part 1
8.3.2. Creating a Culture of Excellence – Strategic Component – Flywheel of Alignment Part 2
8.3.3. Creating a Culture of Excellence – Operational Component – Flywheel of Alignment Part 3
8.3.3. Creating a Culture of Excellence – The Flywheel of Alignment
8.4. Alignment of Strategy and Culture
Dialogue Skills and Working Methods for Total Respect Management
9.1. Giving Dedicated Attention to the People You Lead
9.1.1. What Is It About and Why Is It Important?
9.1.2. Which Ideas and Concepts Are Useful?
9.1.3. What Can One Do to Give Dedicated Attention to People?
9.2. Showing Vulnerability By Expressing One’s Own Feelings, Admitting One’s Own Mistakes and Indicating One’s Own Personal Limitations and Capacities
9.2.1. What Is It About and Why Is It Important?
9.2.2. Which Ideas and Concepts Are Useful?
9.2.3. What Can One Do to Show Vulnerability?
9.3. Listening at Different Levels
9.3.1. What Is It About and Why Is It Important?
9.3.2. Which Ideas and Concepts Are Useful?
9.3.3. What Can One Do to Listen Empathetically?
9.4. Giving and Receiving Compliments and Appreciation
9.4.1. What Is It About and Why Is It Important?
9.4.2. Which Ideas and Concepts Are Useful?
9.4.3. What Can One Do to Give Compliments and Appreciation?
9.5. Giving and Receiving Feedback
9.5.1. What Is It About and Why Is It Important?
9.5.2. Which Ideas and Concepts Are Useful?
9.5.3. What Can One Do to Give and Receive Feedback?
9.6. Discovering Talents and Learn to Use Them
9.6.1. What Is It About and Why Is It Important?
9.6.2. Which Ideas and Concepts Are Useful?
9.6.3. What Can One Do to Discover Talents?
9.7. Use and Recognise Body Language
9.7.1. What Is It About and Why Is It Important?
9.7.2. Which Ideas and Concepts Are Useful?
9.7.3. What Can One Do to Recognise Body Language?
9.8. Recognise and Deal with Resistance
9.8.1. What Is It About and Why Is It Important?
9.8.2. Which Ideas and Concepts Are Useful?
9.8.3. What Can One Do to Recognise and Deal with Resistance?
9.9. Stimulate Responsibility
9.9.1. What Is It About and Why Is It Important?
9.9.2. Which Ideas and Concepts Are Useful?
9.9.3. What Can One Do to Stimulate Responsibility?
9.10. Make and Respect Arrangements
9.10.1. What Is It About and Why Is It Important?
9.10.2. Which Ideas and Concepts Are Useful?
9.10.2.1. SMART Arrangements
Vertical Axis: Perceiving – Experiencing versus Conceptualisation
Horizontal Axis: Processing – Reflecting versus Acting
9.10.3. What Can One Do to Make and Respect Arrangements?
9.11. Handle Diversity and Create Synergy
9.11.1. What Is It About and Why Is It Important?
9.11.2. Which Ideas and Concepts Are Useful?
9.11.3. What Can One Do to Handle Diversity and Create Synergy?
9.12. Stimulate Creativity
9.12.1. What Is It About and Why Is It Important?
9.12.2. Which Ideas and Concepts Are Useful?
9.12.2.1. Creative Observation
9.12.2.2. Postponed Judgement
9.12.2.3. Flexible Association
9.12.2.5. Developing Imagination
9.12.3. What Can One Do to Stimulate Creativity?
9.13. Appreciative Inquiry (AI)
9.13.1. What Is It About and Why Is It Important?
9.13.2. Which Ideas and Concepts Are Useful?
9.13.3. Considerations on Appreciative Inquiry
9.14. Provide for a Situation Where It Is Possible to Discuss Problems
9.14.1. What Is It About and Why Is It Important?
9.14.2. Which Ideas and Concepts Are Useful?
9.14.3. What Can One Do to Discuss Problems?
9.15. Set Targets and Achieve Goals
9.15.1. What Is It About and Why Is It Important?
9.15.2. Which Ideas and Concepts Are Useful?
3. Independent Will (Mind over Matter)
9.15.3. Considerations on Setting Targets and Achieving Goals
9.16.1. What Is It About and Why Is It Important?
9.16.2. Which Ideas and Concepts Are Useful?
9.16.3. What Can One Do to Set Priorities?
9.17. Put forward and Carry out the Organisation’s Vision, Mission and Ambitions
9.17.1. What Is It About and Why Is It Important?
9.17.2. Which Ideas and Concepts Are Useful?
9.17.3. How to Put forward and Carry out the Organisation’s Vision, Mission and Ambitions?
9.18.1. What Is It About and Why Is It Important?
9.18.2. Which Ideas and Concepts Are Useful?
9.18.3. What Can One Do to Handle Conflicts?
9.19. Work Towards Win-Win Situations
9.19.1. What Is It About and Why Is It Important?
9.19.2. Which Ideas and Concepts Are Useful?
Hacking Away and Conflicting
9.19.3. What Can One Do to Reach Win-Win Deals?
9.20. Establish a Balance between Control and Trust
9.20.1. What Is It About and Why Is It Important?
9.20.2. Which Ideas and Concepts Are Useful?
9.20.3. What Can One Do to Establish Balance between Control and Trust?
Total Respect Management in Practice - The ‘Framework’ and the ‘Cube’
10.1. A Framework Which Connects Processes
10.2. Swiss Cheese and Processes
10.3. Combing Processes into a Box – The TR³M Cube
10.4. TR³M’s Basic Processes
10.4.1.4. Values and Convictions
10.4.1.5. Competences and Capabilities
10.4.2.1. Communication and Consultation
10.4.2.2. Establishing the Context
10.4.2.3. Risk Identification
10.4.2.5. Risk Evaluation
10.4.2.7. Monitoring and Review
10.5. TR³M’s Value Processes
10.5.1.1. Capital and Funding
10.5.1.4. Primary Resources and Energy
10.5.1.5. Education and Research
10.5.1.6. Marketing and Publicity
10.5.1.7. Insurances and IP
10.5.2.2. Safety and Security
10.5.3.4. Competitors/Collaborators
10.6. TR³M’s Communication Process
10.6.5. Connection and Transmission
10.7. Combining Processes
10.8. TR³M’s Additional Toolbox
10.8.1. Investigation Framework
10.8.2. Three Organisational Levels of Perception and Action
10.8.3. Strategy and Culture
10.8.5. Risk Management Tools
10.8.5.1. Disney Strategy
10.8.5.3. Common Cause Analysis
10.8.5.4. Failure Mode and Effect Analysis (FMEA)
10.8.5.5. Six Thinking Hats (De Bono)
Author Contact Information
SAFETY & PERFORMANCE Total Respect Management (TR³M): A Novel Approach to Achieve Safety and Performance Proactively in Any Organisation
( Business Issues, Competition and Entrepreneurship )
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