Understanding How People Make Decisions and Judgments

Robert Sams presented at the 2015 National Workers Compensation Summit in Melbourne NSW on 25 February.

In the midst of presentations that mainly focused on numbers, graphs and data, most of which were about how to ‘control’ workers compensation (including people, organisations and stake holders), Rob’s presentation focused on better understanding people. (you can see the other presentations here – http://www.slideshare.net/informaoz/tag/NWC15)

The key question Rob asked was ‘How can we influence, if we don’t understand how people make decisions and judgments?

Rob’s One Brain, Three Minds presentation (see www.humandymensions.com) supports people and organisations to better understand decision making when it comes to risk. The importance of understanding the difference between conscious and non-conscious ‘thinking’, and importantly understanding how we communicate with the non-conscious mind, is critical in dealing with risk.

In an industry where many are focused on control, where discussion about ‘safety culture’ is about numbers, and that is addicted to binary thinking, the approach we take at Dolphyn is very different.

If you’d like to learn more, or if you’re interested in hearing any of the team at Dolphyn presenting One Brain, Three Minds, you can get in touch at contact@dolphyn.com.au or call Rob on 0424 037 112

PS: Apologies that the videos don’t play in the presentation, damn PowerPoint! I’m on Mac and I ain’t going back 🙂



What Happens when Safety is a ‘Battle’?

It’s great how reflecting with others can sometimes help us see what is really happening.


Experiential Learning

There are plenty of options for organisations to consider when it comes to learning and training programs for risk and safety. In fact, just working through the array of programs can be difficult enough, let alone sit through programs that often ‘flood’ participants with information, and focus on competency rather than experience and learning.

If you’d like to learn about a different approach to learning, why not contact Dolphyn to talk through the range of experiential learning programs we are able to provide, courtesy of Dr Rob Long from Human Dymensions. Check out Rob’s video for more detail.


Newsletter # 2 – January 2015

Newsletter # 2

Welcome to Dolphyn’s First Newsletter for 2015.
2014 was a great year with our brand ‘refresh’ including changing our name to Dolphyn, a new logo and the launch of our updated website. We are proud of what we achieved in 2014 and are looking forward to continuing our great relationships in 2015.In this edition we look at ahead at 2015 and share some of our plans along with information about our most popular programs and of course our popular Book Reviews.If you like what you read, why not share our newsletter by clicking on any of the ‘share’ buttons below.


Could Understanding Grey be the Silver Bullet?

A key theme of the feedback that I receive from my Blogs is that some of the concepts are difficult to fully comprehend because what I write about is not always black or white (or what we know of as binary thinking). That is, it can be ambiguous, grey and messy. People are often looking for a right or wrong way to do things, for the ‘method’ that works best, for the approach that ‘will sort things’. If you like, we seem to be on a mission for the elusive ‘silver bullet’.


Competition Winner Announced – Well Done Dave Gettins

Congratulations Date Gettins, you’re coming to the Social Psychology of Risk Conference on Dolpyhn, good one mate!


Balancing Between Tightly and Loosely Coupled Systems

My last two articles on art and helping, generated feedback and questions that are worthy of further explanation. Amongst the feedback was that I ‘systems bash’ when I write about risk and safety.

In this piece I explore different options for how ‘systems’ may be arranged including Karl Wrick’s model of tightly and loosely coupled systems.


Out of Your Unconscious Mind

To understand and discern risk, we make decisions and judgments about uncertainty. We are often required to do this without the benefit of unlimited time, or by using rational and logical thinking in our conscious mind. This is because risk is subjective and decisions about risk often need to be made quickly.


Are you Creating an ‘Obeyiance’ Culture?

Some organisations are so fixated on meeting their legal requirements (and the system) that they become blinded to the impact that this has on culture. Companies that focus their attention solely on a system create a culture that demands obedience, in what I refer to as an ‘Obeyience Culture’ – obedience in the name of compliance. This type of culture fosters fear, silence and blame, all of which lead to organisations where surprises are the norm, and unusual events appear from nowhere because people in those organisations do not reports mistakes, near misses or ‘oh dear’ moments. This is because it’s not how things are done in an ‘Obeyience Culture’. So why do these organisations require obedience?


I was just trying to Help

When we think that ‘helping’ people has to be about taking action, about solving their problems, or about giving answers, we can be seduced into thinking that doing such things may be ‘helpful’ when in fact they may be an impediment. Perhaps sometimes the best help is ‘doing’ less and listening more.