Human Performance Improvement 3.0 for Electric Utilities

Live Streaming Online July 12-13, 2023

An EUCI Program

Click Here to register $1295

If you are unable to attend at the scheduled date and time, we make recordings available to all registrants for seven days after the event

Human Performance Improvement (HPI) is the application of principles and techniques specifically designed to reduce organizational events. After deploying a robust Human Performance Improvement effort, companies typically see more than a 40% decrease in human errors and the costs associated with them. However, HPI is NOT just about hurting fewer people and reducing the costs associated with unwanted events. The principles and philosophy of HPI equip us to be better leaders, whether at work or at home. 

HPI 3.0 builds on the original foundation of HPI by integrating emergent research in Industrial and Organizational Psychology, Ergonomics, Social Psychology, Cognitive Psychology, Behavioral Economics, etc.

If your goal is to become a better leader while reducing events caused by human error in your organization, this 2-day course will give you the information you need to start down that path.

Learning Outcomes

  • Develop a broad and deep understanding of why and how people deviate from expectations
  • Discuss and apply a set of human error reduction tools in an Electric Utility context, including:
    • Pre-job brief
    • 3-way communication
    • Phonetical alphabet
    • Self-check/TV-STAR
    • Post-job review
    • Stop when unsure and questioning attitude
    • 2-minute rule
    • Procedure use & adherence with place-keeping
    • Peer check
  • Explore the most common responses to failure and how those responses usually guarantee recurrence
  • Explore and apply a flexible and robust approach to event response that increases learning and engagement while decreasing the threat of recurrence:
    • Learning teams
    • Creating real accountability
    • Changing hearts and minds to improve future results
  • Apply all of the above through a series of dynamic learning activities and case studies from real events in mining, power generation, and T&D



9:00 a.m. – 4:00 p.m. Central Time

Session 1: Introduction and HPI Principle # 1

  • Introductions and desired outcomes
  • Why HPI?
    • The business case
    • The philosophical case
  • Overarching principle: People who want to do a good job
  • People are fallible, and even our best people make mistakes
    • Modes of deviation
    • Thinking fast and slow
    • Biases
    • Black Line and Blue Line
    • Why we take risks
    • Dynamic Adaptation and its role in our successes and catastrophes
  • Dynamic review
  • Applications and implications

Session 2: HPI Principle # 2 and # 3

  • Principle # 3: Context influences behavior
    • Local rationality
    • Milgram, Zimbardo, and Ariely: predictably irrational
    • Context engineering
  • Principle # 2: Error-likely situations are predictable, manageable, and preventable
    • Performance modes
    • Traps, triggers, and tools: How, why, when, what to do, what to avoid, common pitfalls, and how to succeed
      • Stop when unsure
      • TV-STAR
      • Pre-Job brief
      • Questioning attitude
  • Dynamic review
  • Applications and implications


9:00 a.m. – 4:00 p.m. Central Time

Session 3: Error-reduction Tools Continued and HPI Principle # 4

  • Error-Reduction tools (continued)
  • Principle # 4: Blame solves nothing only learning yields improvement
    • Interconnected blame cycles and how to overcome them
  • Dynamic review
  • Applications and implications

Session 4: HPI Principle # 5 and Overview of Learning Teams

  • Principle # 5: Your response to failure matters
  • Principles of accountability
  • Just Culture workshop
    • Foundations of justice and learning
    • Just culture key concepts
    • Response to various types of deviation
    • Review of culpability decision-making tools
    • The relationship between influence strategy and culpability
  • Overview of Learning Teams
  • Dynamic review
  • The relationship between influence strategy and culpability
  • Applications and implications


Wes Havard, Operational Excellence & Human Performance Improvement, Luminant

Wes Havard is a leader of the Operational Excellence and Human Performance Improvement activities at the largest generator of electricity in Texas. His experience includes Continuous Improvement, Operations Management, OE, and HPI. He has a B.S. in Business Management and is completing his Ph.D. in Industrial and Organizational Psychology.