Operational Control and Managing Change: The Integration of Nontechnical Skills With Workplace Procedures

Abstract

Summary Some of the common pitfalls and problems associated with managing operations are discussed, with suggestions about how these can be addressed. Existing literature on human error, operational decision making, and industrial psychology is combined with the authors' experiences in researching these problems and working with operations teams. The nontechnical skills required to manage operations effectively are described together with the organizational structures and work processes that best support operations. Techniques for training teams and helping them to develop the competencies to manage operations safely and to deal with uncertainty are explained. Mindful that “proper planning prevents poor performance,” engineers go to considerable lengths to create quality plans. A structured well-delivery process is followed, complete with peer reviews, risk assessments, and technical sign-offs. Deliverables include statements of requirements, basis-of-design documents, hazard identification (HAZID) sessions, drill-the-well-on-paper meetings, and a drilling program. Despite these preparations, teams make decisions during operations with sometimes costly consequences, especially when surprised by an unexpected event or when facing high levels of uncertainty. This problem is not unusual and typically occurs when a project team fails to prepare and actively manage its transition from planning to operations, and to anticipate the necessary change in the functions of the team. Planning and operations require completely different mindsets. The lack of preparation for this transition stems from a common assumption that the team that has performed the planning is more than capable of managing a dynamic operation effectively. Research has identified that two different modes are required—during the planning phase, teams produce a plan designed to solve a problem, whereas during operations the team has to manage a task requiring the ability to adapt dynamically to shifting demands of the situation. Effective operations management requires both a high degree of operational discipline and teams that are skilled in dealing with the unexpected and making decisions in time-constrained situations. These skills are not intuitive and must be taught, trained, practiced, and assessed. The protocols and decision rights must be clear, and the team must be trained so that it executes these functions in a fluent and competent manner. The oil industry lacks an international regulatory framework enjoyed by aviation. It lacks even basic standardization about how rigs are operated, wells are drilled, and operations are monitored. These are essential prerequisites for an environment within which a standardized operational discipline can be developed and implemented. The purpose of this paper is, therefore, to propose a framework for operational governance within which the development of nontechnical-skills training can be built.

Threat-and-Error Management: The Connection Between Process Safety and Practical Action at the Worksite

“…In addition, the ubiquitous nature of confirmation bias also has an effect-people tend to look for information that confirms or supports what they are already thinking and disregard any disconfirming information. An example of such a situation is presented by Thorogood et al (2014).…”

“…Although addressing the human contribution is an essential part of the solution, on its own, it is insufficient. Taking a more holistic view, Thorogood and Crichton (2013) suggested that companies operating in drilling and well operations should consider moving toward the ideal of high-reliability organizations, which are described by Weick and Sutcliffe (2007) with five essential characteristics:…”

“…1). To the originally presented one by Thorogood and Crichton (2013), we have now added two further elements: Threat-and-Error Management (TEM) and cognitive biases. The nontechnical skills involved in sense-making provide the essential underpinning for the sensitivity to operations.…”

“…In regard to the operational-discipline element of the triangle, the lack of a generally accepted framework for operational control of work led Thorogood and Crichton (2013) to suggest that there is a difference between drilling and well operations and established practices in other high-hazard industries. They proposed that organizations should standardize and then train their personnel in defined procedures for operational control or work, specifically:…”

Is There a Place for High-Reliability Organizations in Drilling?

“…It will be a challenge to standardize things so that crew resource-management protocols will work in the way that they do in aviation. Thorogood and Crichton (2013) outlined some of the problems associated with the lack of standardization in the way drilling operations are managed and controlled at the wellsite. They suggested ways in which those problems could be mitigated by codifying how the industry manages its operations and introducing training interventions that provide a greater understanding of nontechnical skills, with respect to the potential for error often caused by cognitive biases.…”