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Verified results and implementation stories from organizations using Learning from Normal Work, including TE Connectivity, ABB, Johnson and Johnson, Kenvue, Domtar, and MeiraGTx.
Leaders shifted from blame-focused verification to open, learning-oriented questioning. Statistically significant (p<.001).
TE ConnectivityBefore training, participants identified zero. After training, five on average.
A Competency Pathway participant used a procedure review tool to catch a specification error before it spread across multiple sites.
KenvueCompared to 35% from standard Gemba walks. The tools reach risk that audits cannot see.
TE ConnectivityOne of the largest structured proactive learning programs in any global organization.
ABBInvestigators learned structured interviewing, influence mapping, and practice against the LFNW AI Coach.
Johnson & Johnson
IIRSM Risk Excellence Awards 2026 Winner
From HOP philosophy to observable improvement
TE Connectivity wanted to implement HOP (Human and Organizational Performance) as a practical approach that would achieve observable improvements, rather than as a philosophy alone. Psychology Applied delivered a 4-day Learning from Normal Work training to 30 leaders from operations, HSE, engineering, and HR, and worked with an independent research partner to measure the impact.
Leaders’ questioning quality improved from 58% to 91% (p<.001). Error trap recognition rose from 68% to 79% (p=.043). A parallel field study found that PATH and WTTT surfaced far more error traps than the site’s EHS Gemba walks, reaching deeper problems (equipment design, ergonomics, workload, training gaps) that standard audits consistently missed.
Within one month, both sites had integrated the tools into daily routines. When a serious near-miss with crane operations occurred, the team used a learning-oriented approach instead of a disciplinary process. Workers who expected to be punished found an understanding audience. After that conversation, frontline workers began approaching leaders on their own to raise issues they wanted fixed.
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Consumer health · ~100 people trained · 2024–2025
Kenvue chose the Competency Pathway to give EHS professionals and operational leaders a new way of looking at work. One participant caught a paint specification error during a global rebrand, avoiding an estimated $500K in repainting costs.
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Technology · 48 countries · 2022–present
ABB formalized its HSE Guiding Principles and engaged Psychology Applied to deliver the Competency Pathway across 48 countries. It is now one of the largest structured proactive-learning programs in any global organization.
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Healthcare · Mexico, US, Puerto Rico · 2021–present
J&J's investigations kept concluding that the operator did not follow procedures, so the teams embedded Learning from Normal Work across multiple sites. Nearly 40 Quality representatives completed a 5-day investigation masterclass, including practice against the LFNW AI Coach.
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Paper and pulp · North America · 2023–present
With incident rates already low, Domtar asked how to keep learning when fewer things go wrong. It launched pilots across four mills, and the union representatives who attended the workshops became advocates.
Read the full storyPharmaceutical · London · 2025
MeiraGTx brought safety, quality, and operations leaders together for a two-day workshop on building error traps into their risk assessment process. The team reworked improvements across six areas of their risk assessment ecosystem.
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Maritime insurance · Global membership · 2024
The UK P&I Club made Learning from Normal Work training available free to its members worldwide. A major mutual insurer funding proactive learning as a loss prevention measure, rather than leaving it to individual ship operators.
Read the full storyEvery organization on this page started from a different place. Some had mature safety programs that had plateaued. Others were early in their journey. Some deployed across dozens of countries; one started with a single workshop in London. What they share is that each found something their existing approach was not seeing, and the tools to address it.
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