Safety & Quality Leadership
Team Program
The One Team program is a structured leadership development initiative for the HSQ (Health, Safety & Quality) leadership team, addressing the unique pressures of operating in a merged function within a major infrastructure alliance.
Across four workshops, the program builds clarity, capability, and connection — equipping leaders with shared language, practical tools, and a strong team culture to deliver under pressure.
Building Our Team for High‑Pressure Environments
Opposite
Specialties: Human-centred design, safety culture, team performance, interactive learning
Interests: Creative technology, design-led facilitation, making complex things simple
Opposite
Specialties: Organisational psychology, leadership development, psychometric assessment
Interests: Team dynamics, evidence-based practice, coaching conversations
Please share:
HSQ operate in a high-pressure environment. This program will help the team perform.
Shared understanding of roles, pressures, and expectations
Practical tools for decision-making under pressure
Stronger relationships and shared ways of working
A team climate that enables high performance
Click each outcome to learn more.
of the environment we are operating in
behaviour and decision-making
for how we lead together and set direction for future ways of working
Understanding how pressure shapes team behaviour and decision-making
PRESSURE
You are about to run a live scenario as the HSQ Leadership Team.
A defect has been found underground. You have incomplete information, time pressure, and competing views within the team.
Click each industry to discover what makes their teams excel under pressure.
Hackman (2002); Salas, Sims & Burke (2005); Golzio, Lalla & Manni (2014)
What we heard when we spoke with the team
We spoke with 7 team members about:
We will now explore the themes together.
Rotate between the interview theme posters. At each poster, mark what you find:
Notice how information travels — and how it changes. This mirrors what you deal with constantly as a leadership team.
Mapping pressures, resources and behaviours
Click each node to learn more.
What creates pressure?
What helps us perform?
What do we do as a team?
External pressure → rushing → issues → more delay → more pressure
Speaking up ↓ → risks not raised → bigger problems → blame → less speaking up
Trust/openness → better decisions → better outcomes → more trust
Unclear roles → slow decisions → frustration → conflict → poor teamwork
Click to select (max 3 per column). Your selections feed the workshop dashboard.
Together, we will build a live map of the system that HSQ operates in.
The Job Demands–Resources (JD-R) Model — click each element to learn more.
Parts of work that drain energy
Workload, deadlines, scrutiny, complexity, emotional demands. Not necessarily bad, but they have a cost. When demands are high and resources are low, strain occurs.
Burnout, disengagement, poor decisions
Parts that buffer strain and give energy
Clear goals, good communication, strong teamwork, psychological safety, autonomy, feedback. These buffer strain and fuel motivation.
Engagement, effort, persistence
Determined by how well resources balance out demands
What we mapped earlier shows:
In high-pressure environments, team behaviours can be the difference between burnout and performance.
10 minutes
How team climate shapes performance
— Dr Amy Edmondson, Harvard Business School
Edmondson (2018). The fearless organization. John Wiley & Sons
A routine sinus operation. The surgical team couldn't secure the airway. Two experienced nurses recognised the emergency and brought a tracheotomy kit to the door — twice. Both times, they were waved away.
The investigation found no one was incompetent. The skills were there. The equipment was there. What was missing was a team climate that allowed junior staff to challenge senior clinicians.
In your environment — tunnelling, rail infrastructure, major construction — the stakes are just as real. A quality concern not raised before a critical hold point. A safety risk not escalated because the meeting culture doesn't support it.
Frame the work as learning. State explicitly: "We raise risks early here."
From interviews: People want candour but challenge is avoided in shared forums
Acknowledge contributions. Ask: "What am I missing?" Listen without interrupting.
From interviews: Openness desired but meetings are overcomplicated
Reward risk escalation. Thank people for speaking up. Normalise sharing mistakes.
From interviews: Speaking up not explicitly rewarded, but the team responds well when needed
Adapted from Edmondson (2018).
Consider the Set Expectations / Engage / Respond framework. What behaviours does this team need more of?
Setting direction for the team's future
Each is desirable. Click the one that feels most compelling or most needed right now.
Rate each future story and leave your comments.
"What is one behaviour you'd need to see more of to move this team closer to this future?"
Not a value. Not an aspiration. A specific, observable behaviour.
Your responses will seed the team behaviours work in Workshop 2.
Reflecting on what we've built today
When we are working well, what do others experience?
Click "Generate Dashboard" to compile all inputs from today's session.
Between now and Workshop 2 — click each for details:
You'll receive a link. This gives us a data-driven picture of how this team is functioning.
If not yet completed, this will be scheduled before Workshop 2.
The board stays live. If something connects to what we mapped today, add it.
Workshop 2: Our Anchors — Team Diagnostic Survey results, shared purpose, and decision-making principles.
See you at Workshop 2: Our Anchors
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