When I talk with people about process safety, one of my favourite examples is here (http://sache.org/beacon/files/2007/04/en/read/2007-04-Beacon-s.pdf). The very idea of a Mr PotatoHead hot air balloon coming down inside a factory is just … well … it is just silly enough to be ridiculous, but ridiculous enough to be credible.
The article shows how the factory was well prepared for process safety incidents, and was able to manage the situation without incident. Which is … I guess … a form of contingency planning.
I was reminded of this Mr PotatoHead story when I needed contingency plans for my training. I was delivering a training course in Abu Dhabi. And … in the room across from us was … a virtual army of beautiful people (both young men and young women). It turns out Qatar Airways was interviewing for flight attendants in the next room. Well, let’s just say that all eyes were NOT on my PowerPoint slides.
It did not matter what I tried, the class was focussed on the beautiful people interviewing with Qatar Airways.
I tried some good war stories – the class was focussed on the beautiful people interviewing with Qatar Airways.
I tried humorous videos – the class was focussed on the beautiful people interviewing with Qatar Airways.
I reminded them of the exam at the end of the course, which they would need to pass to get their certificates – the class was focussed on the beautiful people interviewing with Qatar Airways.
Finally, I found a method that worked. I pretended to be sick to my stomach and took a quick break (turned out to be about 7 minutes). On the way out I told them to take the time and go talk with the beautiful people interviewing with Qatar Airways. That seemed to work.
So how are the article and the hot air balloons related to my experience with the beautiful people interviewing with Qatar Airways? I have had various issues with training delivery that I have had to overcome – both from a pre-planned and an on-the-spot perspective, but in both cases, there were primary objectives that provided guiding philosophies for every decision.
For the factory, (while I am not 100% certain) I expect some of those philosophies were:
- Protect as many as possible, while endangering as few as possible
- Minimise problems – this may mean keeping operations running, as a running plant is a familiar plant
- Empower key people to make decisions, and trust them
- Trust your training
For me, some of the philosophies were:
- Provide the opportunity to learn, but do not force learning
- Be ready to adapt to your audience at a moments notice
- Read the audience – when they do not want to learn for whatever reason (usually fatigue), find productive alternatives
While good planning does not cover every contingency, good planning (and practicing the good planning) gives the response team experience and confidence, and therefore the ability to deal with almost any situation, including having to deal with the beautiful people interviewing with Qatar Airways.