What's next after HOP training?

You've completed Human & Organisational Performance training, or recently explored the principles. You might have heard the chatter of Learning Teams from some of your colleagues.

You’ve probably had a few moments where something really clicked. But you may also be left wondering: what now?

For many people, HOP training sparks as many questions as answers ⁠–⁠ and believe it or not, that is a healthy place to be.

You might find yourself thinking:

How do we actually start doing this?
Are our leaders ready for this conversation?
Is our organisation ready to hear how work really happens?
Will this just create more work?

Or even reflecting on recent moments at work:

I wish I had responded differently to that incident last week.
I can see the value in this approach, but it feels like a big shift.
Do I have the knowledge or confidence to lead this change?

If any of this resonates, know that this is a very normal part of the journey.

Learning about HOP often challenges long-held assumptions about error, safety, and human behaviour. That kind of shift takes time to process.

And importantly, there is no single “right” way to begin.

The reality of HOP Implementation

When people ask for the next steps after HOP training, it can be tempting to offer a neat, linear plan with step one, step two and step three. But real organisational change rarely unfolds so neatly.

Every organisation begins its HOP journey from a different place. Some teams are eager and ready to start facilitating Learning Teams immediately. Others need time to build understanding and confidence in the approach first.

For some, the next step might simply be starting conversations with leaders and seeing how the ideas land. For others, it might mean bringing a HOP lens into existing safety discussions and noticing what new insights emerge.

The key point isn’t where you begin. The key point is that you begin.

Five practical steps to keep HOP momentum going

Progress with HOP rarely follows a straight line. It tends to look more like a zig-zag, moving forward through learning, reflection, and adjustment.

The following five steps can be helpful anchor points as you track through your next steps with HOP.

1. Allow time for the ideas to land

After training, it’s natural to feel energised and eager to make changes straight away. But HOP introduces a lot of new thinking, and people benefit from time to absorb and reflect on what they’ve learned.

A short soak period of a few weeks allows conversations to continue informally and helps people make sense of the ideas in their own context.

During this time, individuals may start experimenting with small behavioural changes, asking different questions, listening more closely to workers, or reflecting on how incidents are discussed. Major organisational changes can wait until the thinking has had time to settle.

2. Bring the group back together

A few weeks after training, gather your team for a reflection workshop. This session isn’t about creating a perfect implementation plan. Instead, it’s an opportunity to explore what stood out, what challenged people, and what questions remain.

Some useful prompts might include:

What parts of the training generated the most energy?
Where did we feel uncomfortable or challenged?
What conversations have been happening since the training?
Have we already seen examples of HOP thinking in practice?

Often, this conversation alone begins to reveal where the organisation might naturally start.

3. Start small (really small)

One of the most common traps organisations fall into is trying to “roll out HOP” all at once.

Instead, look for one or two small opportunities where HOP thinking could be applied.

This might include:

Taking a more curious approach during site visits
Encouraging leaders to spend time in the field simply to learn
Bringing more context into discussions about incidents or metrics
Introducing HOP language into leadership conversations

Small micro-experiments help people learn what works in their context and build confidence over time. Download our free micro-experiments guide for more guidance and ideas →

4. Learn by doing

HOP isn’t something we fully understand just by reading about it. Instead, it comes alive through practice.

As teams begin applying the ideas, new types of conversations often emerge. Instead of asking “Who made the mistake?”, we might ask:

Where is it easy for someone to make a mistake here?
What adaptations are people making to get the job done?
What does success look like in the real world of work?

These questions open the door to deeper learning about how work actually happens.

Sharing these insights regularly across teams helps maintain momentum and reinforces the value of the approach.

5. Don't try to do it alone

Many people leading HOP efforts initially feel like they’re doing it in isolation. Building connections can make the journey far easier.

Support might come from:

Internal HOP champions or mentors
Regular peer catch-ups to share experiences
Communities of practice or industry networks
Sharing articles, case studies, and stories

HOP is ultimately about collective learning, so the more we share insights and experiences, the stronger the approach becomes.

The most important step

Organisations sometimes delay starting their HOP journey because they feel they need a perfect plan first.

In reality, progress usually begins with small experiments and honest conversations about work. Over time, these small steps build understanding, confidence, and momentum.

HOP is not a destination to arrive at, rather it’s a way of continuously learning about work and improving how we support people to succeed. So, if you’ve completed HOP training and are wondering what to do next, remember this: