The 5 Principles of Human Performance

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	label="The 5 Principles of Human Performance\nBy Todd E. Conklin PhD\n\n"
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	FivePrinciples [fontsize=96 label=<
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 	FivePrinciples -- {
		PeopleMakeMistakes
		LearningAndImproving
		ContextDrivesBehavior
		HowYouRespond
		BlameFixesNothing
	}

  # People make mistakes
 	PeopleMakeMistakes [label=<
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    <TD><B>People Make Mistakes</B></TD>
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  # Learning and Improving is vital
 	LearningAndImproving [label=<
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    <TD>Learning &amp; Improving<BR /> is Vital</TD>
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  # Context drives behavior
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  PeopleMakeMistakes -- {
    "Errors are normal"
    "Since error is a normal state of existence,\nerror is never causal"
    "Error is not the opposite of success.\nError is a part of being successful"
    "Error exists in success as well as failure"
    "Errors are not choices\nError only becomes a choice in retrospect"
    "You can’t remove error\nso you must defend against\nthe inevitability of error"
    "Good systems\nbuild in error tolerance"
    "Knowing errors will happen\nis a good thing"
    "An error without significance consequence\nis the closest thing to a\nleading indicator data you will find"
  }

  BlameFixesNothing -- {
    "Blame is emotionally important,\nbut not operationally important"
    "Blame makes error a choice in retrospect"
    "Blame takes up emotional and intellectual\nspace with little added value"
    "Blame misdirects resources and strategies"
    "Blame is the opposite of encouragement"
  }

  LearningAndImproving -- {
    "Organizations have\ntwo choices when responding to failure:\nto learn and improve\nor to blame and punish"
    "Learning is a strategic and operational\nchoice towards improvement"
    "Learning is a deliberate\nimprovement strategy"
    "Knowing how work is done is difficult"
    "Workers are the experts,\nthe profound users of the work process"
    "Workers always complete the process design"
    "Defenses are placed in systems,\ntested in systems,\nand strengthed in systems\nby learning how successful work is done"
  }

  ContextDrivesBehavior -- {
    "Workers do what they do for a reason.\nAnd the reason makes sense\nto the worker given the context"
    "Complex systems don’t lend themselves\nto traditional metrics"
    "Local rationale is information to be discovered,\nnot to be weaponized"
    "The environment in which work occurs\nmainly determines workers\nbehavior and actions"
    "Individual behavior is influenced\nby the organizational processes and values"
  }

  HowYouRespond -- {
    "You have two choices:\ngetting better or getting even"
    "You can blame and punish,\nor you can learn and improve,\nbut you can’t do both"
    "You create the feedback systems you have"
    "Managers shape how organizations learn\nby their reaction to failure"
    "Every aspect of improvement is contingent\non leadership’s deliberate decision to get better"
    "People are watching you"
  } 
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    <TD>2022 @mweagle</TD>
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    <TD>Icons courtesy of Smashicons</TD>
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    <TD>https://www.flaticon.com/authors/basic-miscellany/lineal?author_id=159</TD>
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