{"href":"https://api.simplecast.com/oembed?url=https%3A%2F%2Fcounter-errorism.simplecast.com%2Fepisodes%2Fcounter-errorism-episode-28-todd-conklin-rvGxMS_X","width":444,"version":"1.0","type":"rich","title":"Counter-Errorism - Episode 28 - Todd Conklin","thumbnail_width":300,"thumbnail_url":"https://image.simplecastcdn.com/images/b8ec0cd0-f452-4065-8f2a-4b82fd3caef4/f2904b9e-20b4-4dfe-b257-367d68b13686/cropped_1789933590703.jpg","thumbnail_height":300,"provider_url":"https://simplecast.com","provider_name":"Simplecast","html":"","height":200,"description":"In this episode of Counter Errorism, Todd Conklin shares key insights on creating a sustainable learning culture and improving operational performance:\nLeadership Transformation as the Priority: Real organizational change must begin with the leadership team because leaders act as the ultimate gatekeepers to safety and reliability culture. Unless leaders transform how they view their workplace, organizational progress cannot be sustained.\nShift from \"Worker as Problem\" to \"Worker as Solution\": Organizations must stop viewing workers as the problem to be fixed and instead recognize them as the primary solution and source of operational knowledge.\nSeparate Investigating from Fixing: The sole purpose of an investigation is to learn, describe how an event occurred, and establish \"judgments of need\". Program owners—rather than investigators—should own and design the corrective actions to prevent superficial fixes like adding signs or mandatory retraining.\nLead with Curiosity Over Culpability: Moving away from rigid tools like culpability matrices, true learning organizations rely on psychological candor and relentless leadership curiosity about normal, everyday work."}