communication and focus that is important to get right and the details of each unique individual operational envelope must be developed and "tailored" appropriately. This concept is transferable, scalable, and more importantly vital and doable. Thanks for persevering Ella and perhaps my presentation of these ideas is improving? Corrupt Culture: Operating outside of the operating • “safe envelope”. Contempt towards circumspection of things are • “how done”. Closed minded obstinance to examine things are • “how done”. Corruption hides things are and • “how done” deceptively hiring "lackeys" firing "whistleblowers". Rationalizing against any investigation and becoming "hidebound" into • the corruption. Strong Culture: (1) Operating within the operating “safe envelope”. Micah Endsley Air Force Pilot (2) Encouragement to learn based on open minded acceptance that things can be improved. (3) Open minded efforts at examining things are in learning “how done” situations. Carol Dweck (4) Adoption of measures to discover and/or expose operations outside of the operating and lead "actions" and share lessons “safe envelope” learned. (5) Straight, honest, talk and focus on precursors of consequence in communicating situational awareness and internalizing its externalities and in assessing consequences to redraw the boundaries of the “safe operating envelopes”. Ella: First let me disagree with, down to people or their “comes willingness to follow the prescribed because this seem processes” doesn’t correct. People seem infinitely smarter than the “prescribed processes” and the bad ones so we need better ones and people are not the “game” problem, yet the solution. Process safety needs to be focused on the precursors of processes that create strong and positively reinforced processes. My statement was in and the complete statement “context” was, are applied scientists as engineers and as such we should be “We
communication and focus that is important to get right and the details of each unique individual operational envelope must be developed and "tailored" appropriately. This concept is transferable, scalable, and more importantly vital and doable. Thanks for persevering Ella and perhaps my presentation of these ideas is improving? Corrupt Culture: • Operating outside of the “safe operating envelope”. • Contempt towards circumspection of “how things are done”. • Closed minded obstinance to examine “how things are done”. • Corruption hides “how things are done” deceptively hiring "lackeys" and firing "whistleblowers". • Rationalizing against any investigation and becoming "hidebound" into the corruption. Strong Culture: (1) Operating within the “safe operating envelope”. Micah Endsley Air Force Pilot (2) Encouragement to learn based on open minded acceptance that things can be improved. (3) Open minded efforts at examining “how things are done” in learning situations. Carol Dweck (4) Adoption of measures to discover and/or expose operations outside of the “safe operating envelope” and lead "actions" and share lessons learned. (5) Straight, honest, talk and focus on precursors of consequence in communicating situational awareness and internalizing its externalities and in assessing consequences to redraw the boundaries of the “safe operating envelopes”. Ella: First let me disagree with, “comes down to people or their willingness to follow the prescribed processes” because this doesn’t seem correct. People seem infinitely smarter than the “prescribed processes” and “game” the bad ones so we need better ones and people are not the problem, yet the solution. Process safety needs to be focused on the precursors of processes that create strong and positively reinforced processes. My statement was in “context” and the complete statement was, “We are applied scientists as engineers and as such we should be
Process%20Safety%20Comments%20ver%2017.docx