Counter Errorism
Counter-Errorism - Episode 29 - Rob Fisher
Episode Summary
In this epic-sized episode, Rob Fisher shares key insights on bridging operational gaps, improving procedures, and transforming how leaders engage with frontline teams: - Evolving Hazard Perception: The incoming workforce often lacks an intuitive grasp of the "geometry and physics of risk". Organizations cannot assume contractors or new hires automatically recognize hazards, making active risk management and context essential. - Work as Written vs. Work as Adapted: Fisher reframes "work as imagined vs. work as done" into "work as written vs. work as adapted." Procedures are frequently technically accurate but practically unusable, forcing workers to adapt to get tasks done. - Leadership Engagements via TEDs: Leaders should separate behavioral "observations" from true "engagements". Using the "TEDs" framework (*T*ell me, *E*xplain to me, *D*escribe to me, *S*how me), leaders hold two-way conversations about system conditions and task difficulty rather than policing behavior. - Verbalized Point and Touch (VPT): Fisher advocates replacing traditional STAR self-checking with "Verbalized Point and Touch," explaining that speaking aloud forces the brain to slow down to the exact speed at which the body performs. - Preserving Institutional Knowledge: As experienced workers retire, organizations should capture micro-recordings of experts explaining complex tasks to create "training and reference materials," rather than making written procedures overly complex.
Episode Notes
Get to know Rob Fisher:
Profile: linkedin.com/in/rob-fisher-8105293
Email: rob.fisher@improvewithfit.com
Website: improvewithfit.com
Rob's Book: Understanding Mental Models: Practically Applying Performance Modes, Systems 1&2, and GEMS
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Shoutouts
Procedure Professionals Association
FITonline Microlearnings: https://online.improvewithfit.com/
"Stew" on this: linkedin.com/in/stew-dunivan-36480834
Walking with "Wallace": linkedin.com/in/barry-wallace-1ab38b7
Taking it to the "Matt": linkedin.com/in/matt-schlapfer-262b7729
Follow this link to find some: Robservations
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NOTE: Yes, this episode could've been broken up into two or three episodes, but I'm hoping this is the easiest way for you to absorb this conversation. Rob was super generous to give us so much of his time AND to let us know where he was going to give us some coaching and when we should potentially pause (you'll hear it) the recording or editing... While I do edit some unrelated content out for time saving purposes, I think everyone who listens has the potential to learn right along with us in these types of conversations. We thank Rob for his professional candor and efforts at keeping us feeling psychologically safe.
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In this conversation on the Counter Errorism podcast, Rob Fisher shares actionable strategies for improving procedure usability, capturing institutional knowledge, and transforming how leaders engage with frontline workers.
Here are the key lessons we learn from his approach:
1. Evolving Perception of the "Geometry and Physics of Risk"
- Changing Workforce Experience: Workers entering industry today often lack the mechanical background of previous generations (such as fixing bicycles or changing car tires). They lack an intuitive grasp of physical hazards and energy transfer.
- Avoid "Farming Out" Risk: Organizations cannot assume new hires or contractors automatically understand workplace hazards. Relying on quick classroom orientations or passing high-risk tasks off to third-party contractors ("stand the man in the van with his son") without diligent verification contributes to rising fatality and serious injury rates.
2. Work as Written vs. Work as Adapted
- Usability Over Technical Accuracy: Procedures are frequently technically accurate but practically unusable. When workers struggle, leaders often assume they just "refuse to follow procedures" rather than recognizing that the documentation is flawed.
- Bridging the Gap: Fisher reframes "work as imagined vs. work as done" into work as written vs. work as adapted. Leaders need to understand where and why workers must adapt written guidance to execute tasks safely and effectively.
- Removing Procedure Error Drivers: Vague phrases like "if applicable," "as needed," or ambiguous terms like "check," "ensure," and "verify" introduce confusion and drastically increase error rates.
3. Leadership Engagements via the TEDs Framework
- Replacing "Why" with Curiosity: Asking "why" puts workers on the defensive. Instead, leaders should use the TEDs framework to hold constructive engagements:
- Tell me (what doesn't make sense)
- Explain to me (what is different than expected)
- Describe to me (what makes this task more difficult)
- Show me (how our systems increase risk)
- Separating Engagements from Observations: Leaders should separate behavioral observations (watching workers) from true engagements (two-way conversations about system conditions and values). This removes the "policing" atmosphere and allows leaders to learn about operational reality.
4. Verbalized Point and Touch (VPT) vs. Outdated Tools
- The Flaws of STAR and Peer Checks: Traditional tools like STAR (Stop, Think, Act, Review) or peer checks often fail in practice; peer checks can inadvertently introduce four new error traps: distraction, time pressure, stress, and overconfidence.
- Slowing the Brain Down: Fisher advocates for Verbalized Point and Touch (VPT). Speaking the action aloud and physically pointing to/touching the component forces the brain to slow down to the exact speed at which the body performs, filing the action into memory and reducing error rates significantly.
5. Capturing Institutional Knowledge (TNRM)
- Preserving Expert Wisdom: As senior workers near retirement, organizations should not try to cram decades of rationale directly into procedures, which makes them overly complex.
- Training and Reference Materials (TNRM): Instead, pull experienced workers off-shift to create micro-recordings explaining how to execute complex steps. These recordings are stored in Training and Reference Materials (TNRM), capturing individual expertise so the organization doesn't lose critical knowledge.
6. Redefining "Level of Detail" and "Skill of the Craft"
- Newest Qualified User: Procedures should be written to the standard of the newest qualified user—meaning anyone who reaches baseline qualification should be able to complete the task as written with little or no supervision.
- Misuse of "Skill of the Craft": "Skill of the craft" should never be used as a catch-all excuse to skip written guidance on high-hazard tasks involving hazardous energy or excavation.
7. Life-Preserving Principles vs. "Safety Clutter"
- Re-Framing Rules: Instead of throwing away life-saving rules or decrying them as "safety clutter" without evaluating their intent, organizations should remove punitive termination clauses and reframe them as life-preserving principles.
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