Chapter 1 - Introduction and Background of the Human Hazard Management Model

01-01 - Introduction To Human Hazard Management Model (16 min.) Sample Lesson

Chapter 2 - Exploration of the Hazards of Denial

02-01 - Tenerife Disaster Background Story (16 min.)
02-02 - Exploration of Denial Lesson 1 (10 min.)
02-03 - Exploration of Denial Lesson 2 (7 min.)
02-04 - Exploration of Luminant Acceptance: South Africa: Nelson Mandela (2 min.) Quiz: 02-04 - Exploration of Luminant Acceptance: South Africa: Nelson Mandela

Chapter 3 - Exploration of the Hazards of Faint- Heartedness

03-01 - Macondo Disaster Background Story (9 min.)
03-02 - Exploration of Faint-Heartedness - Lesson 1 (7 min.)
03-03 - Exploration of Faint-Heartedness - Lesson 2 (6 min.)
03-04 - Exploration of Luminant Courage: 747 Development: Joe Sutter (3 min.) Quiz: 03-04 - Exploration of Luminant Courage: 747 Development: Joe Sutter

Chapter 4 - Exploration of the Hazards of Isolation

04-01 - Titanic Disaster Background Story (7 min.)
04-02 - Exploration of Isolation Lesson 1 (10 min.)
04-03 - Exploration of Isolation Lesson 2 (8 min.)
04-04 - Exploration of Luminant Connection: Wright Brothers (2 min.) Quiz: 04-04 - Exploration of Luminant Connection: Wright Brothers

Chapter 5 - Exploration of the Hazards of Insignificance

05-01 - Max-8 Disaster Background Story (14 min.)
05-02 - Exploration of Insignificance Lesson 1 (5 min.)
05-03 - Exploration of Insignificance Lesson 2 (6 min.)
05-04 - Exploration of Insignificance Lesson 3 (5 min.)
05-05 - Exploration of Luminant Self Awareness: Apollo 8 (3 min.) Quiz: 05-05 - Exploration of Luminant Self Awareness: Apollo 8

Chapter 6 - Exploration of the Hazards of Hubris

06-01 - Sinking of the Titanic - Exploration Of Hubris Lesson 1 (12 min.)
06-02 - Exploration of Hubris Lesson 2 (9 min.) Quiz: 06-02 - Exploration of Hubris Lesson 2

Chapter 7 - Exploration of the Hazards of Deception

07-01 - Max 8 Disaster Background Story - Exploration Of Deception Lesson 1 (11 min.)
07-02 - Exploration of Deception Lesson 2 (7 min.)
07-03 - Exploration of Deception Lesson 3 (3 min.) Quiz: 07-03 - Exploration of Deception Lesson 3

Chapter 8 - Exploration of Intellectualization

08-01 - Tenerife Disaster Background Story - Exploration of Intellectualizing Lesson 1 (9 min.)
08-02 - Exploration of Intellectualizing Lesson 2 (4 min.)
08-03 - Exploration of Intellectualizing Lesson 3 (5 min.)
08-04 - Wright Brothers - Exploration of Intellectualizing Lesson 4 (2 min.) Quiz: 08-04 - Wright Brothers - Exploration of Intellectualizing Lesson 4

Chapter 9 - Exploration of the Perils of “Soft” and “Hard” Chaos

09-01 - Macondo Disaster Background Story - Exploration of Chaos Lesson 1 (5 min.)
09-02 - Exploration of Chaos Lesson 2 (4 min.)
09-03 - Exploration of Chaos Lesson 3 (4 min.)
09-04 - Exploration of Luminant Peace: South Africa: Nelson Mandela (1 min.) Quiz: 09-04 - Exploration of Luminant Peace: South Africa: Nelson Mandela

Self Evident Approaches to Human Hazard Management / Chapter 1 - Introduction and Background of the Human Hazard Management Model

Lesson 01-01 - Introduction To Human Hazard Management Model

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Transcript

01. Lesson 1.01: Introduction To Human Hazard Management Model

Welcome to Self-Evident Approaches to Human Hazard Management. My name is Ken Wylie, and this is the course introduction.

02. Ken Wylie Bio

So a little bit about myself. I've spent my career working in the mountains, and IFMGA means that I'm certified with the International Federation of Mountain Guide Associations. I'm retired now from Mountain Guiding. I'm still a member of a Guiding Association, but I keep my membership just to keep my foot in the door. I'm an educator. I've spent my career. My approach to working in high-hazard environments has always been from the perspective of an educator. I've always seen the educational value of working in high-consequence situations. I really ardently believe that if we work in high-consequence situations, we actually have the opportunity to become better people when we pay attention to what's happening. I've been a lifetime adventurer. This image is taken in 1986 at a famous ice climb in the Canadian Rockies called Polar Circus and taken by my good friend Jeff Nazarchuk. So, navigating high-potential consequence situations has been an aspect of my career from the beginning. And unfortunately, I have experienced consequence which I'll talk about briefly in this introduction. And I'm the founder of Archetypal. And the company that I run, the word archetypal is a reminder of how we're showing up. What archetypal we bringing to the decisions that we're making? Are we bringing the hero or are we bringing the coward? Are we bringing the addict or the alchemist? And so that awareness is what we endeavor to achieve.

03. Human Hazards

Human hazards have long needed a roadmap for intrinsic processes of being human. And such a model would hopefully offer a self-evident path. And what I mean by self-evident is that, for example, to show up to a situation being fainthearted we all know is not good, as opposed to showing up in a courageous fashion. And we don't need to research that to know that it's good. And so the processes that we'll explore in this course are fundamentally self-evident. So such a model would offer a self-evident path and reflect aspirational human values that humans have strived to achieve for millennia. And what this course specifically will look at is the ways that we've struggled with that whole process. And so this course introduces the participants to a model that really does offer a self-evident path for recognizing how we're showing up to situations.

04. 4 Case Studies

OK, so this course will look at 4 different case studies and we'll visit them twice throughout the 8 modules or chapters. And we'll look at the Tenerife tragedy where two 747s collided on a runway in the Canary Islands way back in 1977. We'll look at the Macondo blowout from 2010. We'll look at the Titanic tragedy that happened in 1912 and hopefully have a fresh look at that. And we'll also review something more contemporary, the tragedies with the 737 Max 8.
So this model that we're about to introduce shows either expansive or limiting behavior. And it's a roadmap for managing how we're showing up to situations and what hazards we create by showing up in unsavory ways. And like all things in nature, the model presents pairs of opposites.

05. Self Evident Approaches To Human Hazard Management

And so this is the model. This is what the model looks like. And we'll just go through a process of describing the different elements.

06. Limiting Human Behaviours

And so when we show up in shadow power, as we'll call, we're making a choice to enter into a situation with a limiting response. So if I enter into a situation with denial or faint-heartedness, the outcome is going to lead to limiting the situation as opposed to it being expansive.

07. Expansive Human Values (Behaviours)

And so if I enter a situation accepting the reality of the situation as it is, then I'm more likely to respond effectively. And so the case studies will fundamentally just look mostly atshadow power and the limiting ways that people responded in those cases and how they ended up in chaos. But we'll do little vignettes on illuminate responses and how they ended up being either really great, produced some really great results, or ended up in peas.

08. Expansive Human Behaviours to Limiting

At any point, as humans, we have a vulnerability to shift from an expansive response and drop down into a limiting response.

09. Limiting Human Behaviours to Expansive

And the reverse is true. At any point, we can exit a situation that feels like it's compressing in on us. And that's how, when we're in a situation that is limiting, it feels like the walls are kind of closing in on us and that our decisions are leading us to fewer and fewer options.

10. Recognition of Shadow

I had a student on a course and they asked the question, so how do we stay in kind of expansive responses? And the answer to that question is by recognizing that we're always vulnerable to responding with shadow power or limiting responses. When we look the other way or look away from the potential of responding ineffectively, then we're more vulnerable to it. It's just like looking away from any other potential hazard. It's important to recognize the potential that we could respond ineffectively and then reverse engineer our way out of that.

11. Denial of Shadow

So the denial of shadow is the primary denial that drops us down into shadow power. It's tough. The journey of being human is not for the faint of heart.

12. Limiting Human Behaviours and Disaster

So I know this model intimately. And I'm going to share a story with you in a moment that was a catastrophe that was in my own life.

13. La Traviata Tragedy

In 2003, I was working as an assistant mountain guide, apprenticing under a lead guide. And on January 2003, we were ski touring. And so there were 21 of us and we were ski mountaineering, and so we were working our way up the mountain. And we have these skins on our skis so we can actually climb effectively. And then our heels released so that we could also stride like normal walking. And then when we get to the top, we strip the skins off and lock our heels down and we're powder skiing. That was the intention. I was an assistant guide on a 1-week backcountry skiing journey in the Selkirk Mountains of British Columbia. And this was the situation. This is an actual photo of the slide, or slope that slid. And you can even see, this was taken the day after the avalanche. You can even see where the snow broke off. But in this moment, I am right here in orange and I had a choice to make. I was in a perfectly safe zone and I had a choice to make of whether to participate in this situation or not. And I even had a person behind me by the name of Vern Lundsford that said the words, I don't like this. I don't like this situation. I don't like being below the other group. And if you want to learn more about this, I dropped into this whole story in my book, which will show up in a slide in a moment. But I chose to, for a whole host of reasons, expose myself and my group of 7 clients to a terribly catastrophic situation.

14. La Traviata Tragedy (2)

As soon as all my clients were exposed, the avalanche hit and all 13 of us were buried. Fortunately, 8 people were left on the surface. We're all wearing avalanche transceivers. We're all trained in avalanche response. And probably the most humbling event of my life was to be dug out by my clients.

15. La Traviata Tragedy (3)

And the tragedy resulted in the loss of these 7 people: Naomi, Vern, Craig, Jean Luc, Dennis, Dave, and Kathy. And it was interesting, initially, my response was to follow what the industry response was and that was the mountains are dangerous.

16. La Traviata Tragedy (4)

But about 5 years after the avalanche tragedy, I sat down and started the process of writing about it. And the first publication of my book highlights 7 lessons. And they were failures in acceptance, failures in courage, failures in connection, failures in self-awareness and truth and intuition and peace.

17. La Traviata Tragedy (5)

And a few years after, my publisher was encouraging me to come out with an updated edition. And I chose to add a chapter on grace because when I traveled with the first book and met with victims' families, I had a profound education in grace. And so that ended up being a chapter in the updated edition.

18. Shadow Power

I was thinking about building materials so that the lessons from the La Traviata tragedy would be carried forward in our society. And a friend of mine said, well, you know, Ken, all of these lessons that you have all have a shadow element to them. And so I sat down and figured out what those shadow elements were and it gave me a really profound insight into how I was showing up and it kind of blew the lid off for me about why I made the decisions that I was making. I was making choices that were limiting. I was continually limiting myself.

19. Human Hazard Management Model

And so now this model is at Archetypal, we have the Human Journey card deck, and these cards are infused into this course. So the questions that are on the backsides of all these cards, we'll be using them in this course as we go.

20. Human Hazard Management Model (2)

And so the human hazard management model brings us to this idea that we have the opportunity to make expansive choices or limiting choices and it's a behavioral awareness tool and it's awareness of the factors that impact our decisions both on a day-to-day level, really simple stuff. And that's a great way to practice using this model. And also in potentially high-consequence situations.

21. 4 Case Studies

So we'll look at Tenerife and we'll look at Macondo; we'll look at the Titanic and we'll look at the 737 Max 8 through the lens of the human hazard management model.
And specifically, we'll look at denial and intellectualizing with the Tenerife disaster.
These 2 aspects of the model.
Look at the Macondo blowout and faint heartedness and chaos.
So these 2 aspects of the model.
We'll look at the sinking of the Titanic and how isolation and hubris played a role on the April 15th disaster, which killed over 1,500 people. Isolation and hubris.
And of course, the 737 Max 8 crashes. And we'll look at the challenges of showing up with rendering ourselves and others insignificant and the challenges of deception.
Of course, we'll do these little vignettes of the flip side, the luminant power. We'll do many case studies of Nelson Mandela.
The Boeing 747 being courageous and self-aware.
The Wright brothers connection and intuition.
And Apollo 8; NASA's first mission to the moon, where they orbited the moon 10 times. So we'll look at how humans can show up to situations and pull out their best.
So I'm excited to share this course with you. And thank you for engaging in this journey over the next little while.