CW overview

CULTURE WORKSHOP: 

CULTURE WORKSHOP

Overview: 

Overview Background History Directives / Mandates CW Dos and Don'ts Process Facilitation Team Mechanics Seminar Schedule Seminar Description Seminar Pillars Seminar Wrap-up Debrief Metrics CW Facilitator Unit Funding CO’s Comments Road Ahead Questions

Background: 

Background In 1992, ANG Program developed by Col Alan Groben CW Foundation Statement – Operational Excellence exists on a Foundation of Trust, Integrity andamp; Leadership Created and Sustained Through Effective Communication In 1996, the Naval Aviation Human Factors Quality Management Board (HF QMB) was chartered to 'reduce the human error flight mishaps by 50 % by FY-00.' One of the HF strategies adopted by the HF QMB was a derivative of an Air National Guard Cultural Assessment Program.

Background (Cont): 

Background (Cont) VF-213 – Nashville F-14 - A Case Study in failing Culture Command Alignment or 'Do you see what I see' US Navy contacts Col Groben for assistance Trains 6 Facilitators (best of the best) – mix of O6s and O5s with strong resumes and recommendations from CNAL and CNAP TYCOM level funding for travel, man-days / billets from CNARF Billets began as collateral duty, but in recent years have become stand alone. Squadrons voluntary Results confidential, CO only

History : 

History CAPT Walt Cummings – CNAL CO Feedback RADM Dirren – NAVSAFECEN Triangulation RADM Architzel – NAVSAFECEN ‘Outta Here’ RADM Turcotte - NAVSAFECEN ‘Welcome Back’ RADM Brooks – NAVSAFECEN Quarterly VTC / Briefing RADM Mayer – NAVSAFECEN Creating the Vision

Directives /Mandates: 

Directives /Mandates USMC Safety Campaign Plan 2002 'Identify and train Culture Workshop Facilitators by the end of FY02.' 071000Z JAN 03 - VADM Malone (CNAF) 'Institutionalize use of Cultural Workshops. All deployable aviation squadrons complete a formal Naval Safety Center sponsored Cultural Workshop during the IDTC. Non-deployable units complete a workshop once during each two-year period.' 121432Z MAY 04- GEN Nyland (ACMC) 'Establish a baseline…by 1 Jul 04. After a baseline is established, perform a command survey semiannually until further notice using any of the following methods: (1) A Cultural Workshop (This should be conducted at least every two years).'

CW Dos and Don’ts: 

CW Dos and Don’ts WHAT WE DO: Provide a proactive tool for Commanding Officers C.O. has to request CW Identify human factor concerns before the fact Promote organizational effectiveness Facilitate Individual Buy In/ Ownership. Part of the problem/solution Facilitate ORM By definition CW is step one in ORM Workshops are set up and debriefed in a ORM format

CW Dos and Don’ts (Cont): 

CW Dos and Don’ts (Cont) Link to other tools/resources MCAS CSA Safety Center Provide high level visibility of senior leadership's commitment to operational units Provide early warning of organizational challenges Recent Events Message mismatch Unfiltered information (not to compromise CW integrity)

CW Dos and Don’ts (Cont): 

CW Dos and Don’ts (Cont) Provide a forum to address underlying Culture Foundations How do we do business in relation to Core Values? Career concerns vs. the right thing to do Honesty in reporting Effective vs. efficient Unsolvable equations Long term health and viability of the organization 21st century leadership to match 21st century technology

CW Dos and Don’ts (Cont): 

CW Dos and Don’ts (Cont) WHAT WE DON’T DO: Solve Problems Suggestions/Tools/ Best practices if requested Usurp or infringe upon Command Authority Provide Unit Specific Data

Process: 

Process Requested by Commanding Officer On-line information at http://www.safetycenter.navy.mil/culture/default.htm Must complete request form Information emailed to scheduler and Program Manager Request entered into NSC maintained database

Slide12: 

Slide13: 

Slide14: 

Process (Cont): 

Process (Cont) List of units requesting workshop is transmitted weekly by scheduler to all Facilitators and TYCOMs. Facilitator contacts unit, confirms dates, and updates information with scheduler

Slide16: 

Slide17: 

Process (Cont): 

Process (Cont) Facilitator continues dialogue with unit Sends out Welcome Letter via email Coordinates any other requirements (funding, billeting, etc.)

Facilitation Team: 

Facilitation Team 1 Trained CW Facilitator (from NSC) per approximately 300 members of command 2 Assistants from 'Sister Command' 1 O2/3 Flyer 1 E7/8 Maintainer No member shall be from Higher HQ

Mechanics: 

Mechanics Schedule: (Day Prior) Facilitator may arrive at squadron the night prior and may visit night check

Mechanics (Cont): 

Mechanics (Cont) Schedule: In-Brief with CO and key players Brief Assistants on expectations and provide training (15-45 minutes)

Mechanics (Cont): 

Mechanics (Cont) Begin individual discussions (first three hours) Non-intrusive –talk only to people that are available 5 – 10 minutes in length to ascertain squadron issues, strengths, and background Facilitator and Assistants meet to discuss information compiled from discussions Begin Seminars (remaining 2 days) Debrief

Seminar Schedule: 

Seminar Schedule Last for 1.5 to 2.0 hours Standard unit – 5 seminars #1 - E4 and below (E3 and below USMC) #2 - E5/E6 (E4/E5 USMC) #3 - E7 and above (E6 and above USMC) #4 - Junior Officers (O3 and below) #5 - Senior Leadership (O4 and above – with or without Commanding Officer based on his/her preference) 12 to 15 people with varying gender, race, work center, and shift.

Seminar Description: 

Seminar Description Conduct of Seminar Facilitator and participant introductions Discussion of CW Process and Fundamentals of 'Operational Excellence.' Current statistics (Class A mishaps, community mishaps, overview of Aircraft Mishap Board Causal Factors, and costing) Assistant will take detailed notes of issues and numbers, no names recorded

Seminar Pillars: 

Seminar Pillars 1st Pillar – Communication Define (participant’s definition) Ask for ways / vehicles that unit communicates Break down into effective / ineffective Cite / record specific examples Rank effectiveness of Communication both within their peer group and between their peer group and the rest of the squadron (Likert Scale) Difference of greater than 2 indicates possible issue Not a direct measure of 'Good' or 'Bad' unit

Seminar Pillars: 

Seminar Pillars 2nd Pillar – Trust Define (participant’s definition) – Get a definition that is close to 'Confidence in the Ability, Character and Truthfulness' Not a likeability factor – reference the definition Ask participants who in the unit they trust and why? Name some others in the Chain of Command and ascertain level of trust Rank Trust within their peer group and between their peer group and the rest of the squadron Derive number from Likert Scale

Seminar Pillars: 

Seminar Pillars 3rd Pillar – Integrity Define (participant’s definition) Ask which programs have integrity within the unit Uncover perceived programs lacking integrity Cite specific examples Derive number from Likert Scale

Sine Curve Exercise: 

Sine Curve Exercise All units have cycles Try to pinpoint where participants perceive the squadron is on curve – and what the corresponding highs and lows were (hazards)

Seminar Wrap-up: 

Seminar Wrap-up Facilitator will cover all topics as needed to paint an accurate picture or requested by Commanding Officer Statistical or Motivational wrap-up As seminar’s participants increase in rank, the seminars progress from facilitation to running debrief Commanding Officer can elect to be in Leadership Seminar or have separate debrief

Debrief: 

Debrief Debrief Covers all topics that were correlated in seminars, discussions, and/or observations Give the Commanding Officer a 'picture' of the culture and climate of his/her unit during that two-day snap shot in time Anything collected during process left with Commanding Officer

Debrief (Cont): 

Debrief (Cont) Can be written, verbal, or electronic. Facilitator assists with Step 1 of ORM, not to mentor or fix Tool for leadership to identify the hazards and take action they deem appropriate Debrief only to Commanding Officer, no higher headquarters

Metrics: 

Metrics Facilitator will request Commanding Officer to complete a CO Critique sent out by the Aviation Directorate Averages are computed for each question Comments saved in whole Database can sort information by any variable (TYCOM, Community, USN/USMC, etc.) Best Practices

Metrics (Cont): 

Metrics (Cont) FY-01 – 56 FY-02 – 53 FY-03 – 52 FY-04 – 80 FY-05 – 104 FY-06 – 140 (Goal) Completed Workshops Average CW required 3.5 workdays (travel) Total Workdays required in FY-05: 490 days (includes assistant facilitator travel, training and non-standard units (CVNs, NASA, large FRSs, Wings, AIMD, etc.) )

Metrics (Cont): 

FY-04-05 Culture Workshop External Assessment : 261 USN/USMC squadrons 47 Class-A mishaps last two years. 168 (64% of USN/USMC) squadrons conducted a CW. Only 7 had Class-A mishaps after a workshop BOTTOMLINE: SQUADRONS THAT FAILED TO CONDUCT A CW (OVER 1/3 OF NAVAL AVIATION) ACCOUNTED FOR 85% OF ALL CLASS ALPHA MISHAPS Metrics (Cont)

CW Facilitator Unit: 

CW Facilitator Unit Located at Naval Safety Center, Norfolk, VA 9 USNR/USMCR facilitators Five O6s and four O5s. Three under training. 5 Active Duty USN/USMC Four O5s and 1 USMC O4. One under training.

Funding: 

Funding From 1996 - 2005, travel money was provided by each TYCOM for each CW Reserve man-days were allocated by either NAR Norfolk or NAR San Diego. For FY-06 and beyond, funding and man-days are are provided by NSC itself via NAR, the POM process, and from FSA.

CO’s Comments: 

CO’s Comments 'Definitely will make a good squadron better. For a squadron with real problems, the impact would be profound.' 'This is an absolute must for any CO. We have no other vehicle to accurately gauge the climate and culture in our squadrons.' 'An eye-opener, never would have known about some issues.' 'It was right on target and served my purposes well with minimal disruption.' 'The input we received from the workshop team will be invaluable in shaping our new structure.' 'This is a very effective means of pulsing the command to get answers that hard to get. THIS IS A MUST DO!' 'This increased awareness will allow me to make necessary changes. This is great for my squadron and the Navy.'

CO’s Comments (Cont): 

CO’s Comments (Cont) 'A phenomenal program!! If you had the resources I would request this seminar quarterly.' 'Will recommend this program to sister squadrons and my community. This program would be invaluable mid-deployment and could have used it to keep focused during an extended deployment.' 'Absolutely must have. All (even the best) could benefit. Why would you not recommend this program?' 'Priceless! We will do this again in (less than) a year!' 'There were some eye-opening issues that were raised. Some deeper than previously assessed.' 'Super Culture Workshop. Support 100%, every Navy command should go through this process.' 'Great tool – in a squadron – could save an aircrew and airplane.' 'I would highly recommend that every CO do this at least once during their command tour.'

Road Ahead: 

Road Ahead Several communities inside and outside the USN/USMC have expressed interest in the program USN Surface Community CW Facilitators have trained two O6 Facilitators Goal of 90 ships in FY-06 Requesting 18 Reserve billet Facilitators

Road Ahead (Cont): 

Road Ahead (Cont) USN Subsurface Requested assistance from CW Facilitators Developing own program within Reserves USMC Ground Beta test 2 ground units in II MEF – Nov 05 1/8/ 2d Tanks at Camp LeJeune

Questions?: 

Questions?