{"id":10,"date":"2022-10-13T16:02:41","date_gmt":"2022-10-13T16:02:41","guid":{"rendered":"http:\/\/defragmentor.dk\/?page_id=10"},"modified":"2024-08-22T08:30:50","modified_gmt":"2024-08-22T08:30:50","slug":"home","status":"publish","type":"page","link":"https:\/\/defragmentor.dk\/","title":{"rendered":"Defragmentor"},"content":{"rendered":"\t\t
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DEFRAGMENTOR <\/b>helps all types of businesses <\/span><\/span>to cure and prevent “Risk Blindness” in <\/span><\/span>an exponential busy business world. <\/span><\/span><\/i><\/p>\n

Current Safety Models are challenged by the traditional “single linear” practices and derived <\/span>models, aiming on <\/span>strengthen barriers and defenses. Safety Principles of Compliance is challenged and too often results in a reactive approach as the real world interacts in systemic ways with multiple outcomes that are neither anticipated nor prepared for.<\/p>\n

In the aftermath of Incidents, Near misses or <\/span><\/span>unforeseen upsets<\/span>, an overreaction is likely to occur. The <\/span><\/span>psychology behind this relates to reacting<\/span> to the elements of risk blindness, both prior to and after the upset occurs<\/span><\/span>. In good times, we become blinded by success and in the aftermath of unforeseen upsets, we are overly <\/span>cautious.<\/span> <\/span><\/p>\n

Risk Blindness<\/strong><\/em> involves tendencies such as obscuring risk identification, sunk costs, future aversion, and reacting to blame rather than addressing the problem. These factors lead to emotionally driven responses as we live under the illusion that incidents and upsets can reoccur in the excact same order. Mostly organisations are surprised by when and how upsets occured – not that they occurred. The failure to learn is a learning paradigme in itself!<\/strong><\/em><\/span><\/span><\/p>\n

Our method and <\/span><\/span>mindset are based on an acceptance of the exponential complex world of today. DEFRAGMENTOR work based on a non-linear mindset and models and focus on<\/span><\/span> interfaces and their potential impact on existing systems. <\/span><\/span>This is based on an <\/span>understanding<\/span> of “success and failure happens in the same way – It is only the outcome <\/em><\/strong><\/span>that<\/span><\/em><\/strong> is different”.<\/em><\/strong> <\/span><\/p>\n

Envision a “Disc Defragmentation”<\/strong> of organisational work in progress, combined with calibration of the decision-making process to support a simplistic and transparent escalation structure for value based potential risks and opportunities. This will <\/span>put an end to your resources diluting away like rings in the water and thus be centered on less but more critical tasks. <\/span><\/p>\n

DEFRAGMENTOR has experience of an initial step change reduction of perceived critical work of +30%.<\/strong> <\/p>\n

The difference is a transformational focus from observing failures as they happen, to anticipating them before they manifest.<\/i><\/span><\/p>\n

The individual organisation shall be prepared and willing to “live through” a transformation from working out of monitoring errors and failure to be going forward with a mindset and focus of anticipating thus preventing the impact of future potential failures. This followed by continued elimination of perceived critical work as the adapted mindset and competences are put to work. <\/span><\/p>\n

If you recognize one or more of the below symptoms, DEFRAGMENTOR is a obvious choice for analysis and reduction of work in progress:<\/span><\/p>\n