How J&J transformed how it learns and investigates.

Psychology Applied delivered Mindset Shifter workshops across sites in the United States, Mexico, and Puerto Rico. The workshops acknowledged blame as something many people were conditioned into from an early age. Once leaders had space to reflect, they quickly recognized the gap between the organization's values and some of its past responses to incidents.

Leaders began to see their role differently: as people who create the conditions for others to work safely, rather than enforcers checking compliance.

Rather than introducing entirely new processes, Psychology Applied enhanced what J&J already had. HOP principles were integrated into existing activities such as Gemba Walks, Risk Assessments, and Investigations using simple aids: discussion cards, extended templates, and structured interview guides. Once people experienced the value for themselves, interest spread quickly. Sites began reaching out, asking for tools, support, and training.

Nearly 40 representatives of the Quality team attended a 5-day masterclass covering psychological trauma and its impact during investigations, supporting investigation teams while avoiding bias, learning-oriented interviewing using TEDS and open clarifying questions, identifying error traps and organizational factors, and co-developing corrective actions with the people who do the work.

Participants learned how to create system and context maps, bringing non-linear thinking to exploring incidents.

Over 130 HSE and quality professionals completed the Competency Pathway. Johnson and Johnson's model gives each manufacturing site between one and three champions, each holding a higher level of expertise than anyone else on site.

A core part of the champion's role is to support the implementation of Human and Organizational Performance and proactive learning across their site.