Human error is inevitable and serves as a symptom of systemic failure. As with all symptoms, it becomes a signal spurring systemic change. The idea is to welcome human error as an indication that leadership should investigate the dark, murky, uncomfortable cultural issues that made the error seem like a good idea at the time.

Through this captivating case study of four US Marine F/A-18Ds and eight lives as they approach certain disaster, you will experience why resilient leaders constantly ask…” What are we not seeing?” Fortunately, your own system holds the answer, but not where you expect to find it. We will see how dramatic differences among leader behaviors produce more resilient, more competitive, higher performing, future industry leaders. Or not.

You will be introduced to human error as a tool for improving organizational reliability. As a rule, people do not set out to cause failure; rather, they aim to contribute to the larger success of their organization. Nevertheless, as part of a multi-dimensional operating framework, individuals are sometimes shepherded by complex events into making decisions that instead contribute to failures.  

David has served as a Fighter Pilot and Commanding Officer in the US Marines, and a Business Unit Manager and Entrepreneur in private sector industries. From the pressure of combat to unforgiving environments in industry, David experienced a parallel demand for unparalleled human reliability. He has designed and implemented enterprise programs to deliver human reliability in operations where mistakes can be life threatening, economically disastrous, and environmentally catastrophic on a global scale. David has learned that reliable human performance distills to a set of key principles.

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