Post #5 - A Deeper Dive into the 5 Core Principles of HOP

 Post #5 - A Deeper Dive into the 5 Core Principles of HOP

Real Lessons from Marine Construction

Earlier we discussed how leaders can support HOP in the field. In this post we’re zooming in on the core principles of Human and Organizational Performance (HOP) with some real-world examples. These principles aren’t just theory—they reflect how work really happens on the water and in the yard.

1. Error is Normal - Everyone makes mistakes—even the best crews.

No matter how well-trained or experienced someone is, humans are fallible. Mistakes aren’t signs of incompetence—they’re signs that we’re human. The goal of HOP is to understand how systems can anticipate, catch, and recover from those mistakes before they lead to serious consequences.

Marine Construction  Example:

During a sheet pile driving operation from a spud barge, a seasoned crane operator slews slightly off-line, nearly striking mooring line. On review, we find that the sun’s glare had obscured visibility, and the tag line man had been repositioned to assist with load rigging—leaving no spotter. The takeaway isn’t “the operator messed up,” but “how did this environment allow that error to go unchecked?”

2. Blame Fixes Nothing - Blame focuses on the person; HOP focuses on the system.

When we blame an individual, we shut down learning. Instead, HOP urges us to ask: What allowed this mistake to happen? What signals were missing? What barriers failed or were missing? If we want to reduce incidents, we have to look beyond the surface.

Marine Construction Example:

A diver surfaces with low air pressure in his/her bailout bottle. It’s easy to say, “the diver should’ve checked better.” But the deeper look shows the pre-dive checklist was rushed due to a push from the superintendent to meet schedule. A culture of “hurry up” had crept in. Fixing that pressure improves safety for the whole team.

3. Context Drives Behavior - Decisions make sense to the person making them—at the      time.

Workers don’t make choices in a vacuum. They respond to the pressures, signals, and resources around them. To improve performance, we must understand that context shapes decision-making.

Marine Construction Example:

A deckhand skips donning a PFD during an equipment transfer. Why? Interviews reveal that the life vests had been stored in a container that was zip-tied shut after the last storm. He didn’t want to delay the lift and “look weak.” That’s a context issue—safety gear needs to be accessible, and the culture needs to support safe decisions, not speed.

4. Learning is Vital - Close calls are gold mines—if we’re listening.

Real safety performance improves when we treat every event, near miss, or “that was close” moment as a learning opportunity. But people won’t share if they fear discipline or embarrassment. We must create psychological safety and show that learning is more important than judging.

Marine Construction Example:

A winch cable parts under tension, but no one is hurt. Instead of just replacing the cable, the supervisor holds a toolbox talk asking the crew, “What did you see or feel before this happened?” One rigger mentions hearing a squealing sound a few hours earlier. That’s a leading indicator (trigger). Now, cable checks include a sensory inspection step.

5. Response Matters More Than Perfection - How we respond determines what we   learn—and how we grow.

The best safety leaders don’t demand perfection. They focus on how they show up when things go wrong. If your response is defensive or punitive, you’ll only hear silence. If it’s open and curious, you’ll hear truth—and truth is where improvement lives.

         Marine Construction Example:

A tug crew runs over an uncharted subsea object that wasn’t marked with a buoy. The captain is shaken and expects to be raked over the coals. Instead, leadership responds with, “Walk us through what you were seeing. Let’s figure this out together.” That opens the door to review outdated charts, reassess survey equipment, and improves future voyage planning—not just for that captain, but fleet-wide.

Final Thoughts

The five principles of HOP are more than theory—they’re a practical framework for safer, smarter operations. In marine construction, where the work is complex, changing, and high-risk, understanding how people and systems interact is critical. As safety leaders, we must be curious instead of critical, and proactive instead of reactive.

Let’s move beyond compliance checklists and into a mindset where people are the solution, not the problem.

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