The modern U.S. Navy aircraft carrier is both an engineering marvel and a triumph of human organization. Its 3,000-member crew—plus up to a few thousand more staff personnel and aviators when fully outfitted—run a massive, nuclear-powered machine that simultaneously functions as a busy airport for fighter jets and a floating city.
It can seem like a maze of passageways and a blur of activity, but everything and everyone has a purpose—a role that aligns with the overall mission. They routinely engage in dangerous work, yet they experience far fewer than their fair share of accidents.
It’s fitting, therefore, that scholars often cite naval aircraft carriers as prototypical examples of “high-reliability” organizations. Such organizations, they suggest, are able to engage daily with risky technologies in a remarkably safe manner because of the ways in which people interact, communicate, and adhere to common principles. These “hallmarks of high reliability” are (1) preoccupation with failure, (2) sensitivity to operations, (3) reluctance to simplify explanations, (4) commitment to resilience, and (5) deference of decision-making authority to those with the most expertise.
Such principles are worthy of exploration and hold numerous lessons for leaders in non-military contexts.
Here, however, I’d like to share a number of other key insights that emerged during a recent tour of USS Abraham Lincoln (CVN 72) that I had the privilege to accompany. I was helping with a two-day session for high-potential leaders at a Fortune 50 company,Read More