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Richard De Crespigny, captain of A380 Qantas Flight 32 that blew an engine out of Singapore in 2010, speaks of the value to him of having his slow mind ‘available’ such that he could problem solve scenarios that had never before been experienced in simulated or real flight.

When we add humans to a process and make a change that impacts habits and behaviours, often the changes made don’t have the desired effect. So how do we know if the change has ‘worked’?

During session four of Job Relations (JR) on Wednesday last week a site leader said to me “sometimes it doesn’t work”.

What is the compounding consequence of an aging workforce, rising demand and a tight labour market? Right now, we are at a crossroad in people development!

I’ve not yet seen positive relationships in any workplace where TRUST hasn’t been close to or at the core. So the question must come, assuming positive relationships are desired, how can we build trust? Or more interestingly perhaps, what part did trust play in the story of QF32?

… where ‘normal’ (or ‘good’) is the predetermined acceptable standard. A recent project with Lachlan Shire Council has taught me (Ben) a lot. Although, upon reflection, I’m now wondering why it took me so long. Let me show you what I learnt.