How did it make sense? Ep.12 - James Newman. You aren't supposed to put the o-rings on all the connectors
In this episode, I chat to Human Organizational Performance Manager James Newman. James dives into a memorable story from his days in the nuclear industry, where a seemingly simple task—replacing O-rings during a refueling outage—escalated into a high-stress situation. With incomplete briefings, unexpected challenges, and mounting pressure, James and his team had to think on their feet to avoid critical delays. This incident highlights the nuances of human performance under stress and the importance of clear communication, proper preparation, and systemic support.
Throughout the conversation, we reflect on how assumptions, biases, and resource limitations shape workplace dynamics. We explore how leaders can create environments that encourage curiosity, transparency, and continuous learning to navigate complex challenges effectively. Whether you're a safety professional, leader, or curious listener, this episode offers insights into balancing operational efficiency with human-centered approaches.
Recommended Resources:
- Think Again by Adam Grant
- The Right Kind of Wrong by Amy Edmondson
- Psychological Safety Playbook by Karolin Helbig and Minette Norman
- A Walk in the Woods by Bill Bryson
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