Jenkins Academy of Applied Technology
Explore systems thinking, feedback, resilience, Human and Organizational Performance and continuous improvement.
Explore learning & pathways
About the school
Look at connections across work and ask what keeps a recurring pattern in place.
A delivery affects a schedule. A schedule affects the conditions of a task. Information from that task may reach the next planning decision—or it may get lost along the way.
This school is for practitioners, supervisors, managers, researchers and anyone trying to understand a recurring workplace difficulty. You can begin with a practical question and learn ways to trace relationships, examine assumptions and study improvement.
Areas of study
Explore how people, resources, decisions and feedback shape work across teams and over time.
See purpose, parts and relationships.
Identify what you are studying, what it is meant to do and where you draw its boundary. Explore inputs, processes, outputs and connections to the wider environment. The boundary should help you study the question without hiding important influences.
Trace effects across teams and activities.
A decision in one area can create a constraint or opportunity elsewhere. Explore how materials, scheduling, staffing, equipment and information connect across work.
Understand how information travels.
Ask what information returns from work to the next decision, who receives it and when. Delayed or missing feedback can leave a planning assumption unexamined even when people encounter the same difficulty repeatedly.
Understand people in the context of work.
HOP explores the conditions shaping action, adaptation and learning. Begin by asking what people were trying to accomplish, what they knew and what constraints they encountered.
Explore the capacity to respond and adapt.
Study how people and organizations anticipate variation, coordinate responses and recover when conditions change. Ask what resources and options support adaptation rather than assuming people can absorb every difficulty.
Plan–Monitor–Learn–Adjust.
Develop an improvement, monitor what happens, learn from the experience and adjust. Study whether the change helps the whole work process and whether it creates new difficulties elsewhere.
Programs & courses
Use resources available now and explore the planned HOP pathway. Dedicated school courses and programs are not yet open for enrollment.
Free resources · Available now
Choose a recurring difficulty you want to understand. What conditions shape it? Which teams or activities are connected? What information reaches the next decision? Use those questions to explore available resources in the library.
Explore the resource libraryExplore available resources while the dedicated school course pathway remains proposed.
Trace what happens before the difficulty, who experiences its effects and what information is available for the next decision.
Explore related leadership learningThe catalog outlines five HOP courses and a separate integrating capstone. These 6 courses are not open for enrollment. Course links below provide information about the planned study.
HOP-101 · Not open for enrollment
Introduce human fallibility, work as planned and performed, controls, and learning from work.
HOP-102 · Not open for enrollment
Understand work-system constraints, recognize uncertainty, seek support, and contribute local knowledge.
HOP-103 · Not open for enrollment
Study shared workflows, coordination, communication, operational learning, and team improvement.
HOP-104 · Not open for enrollment
Examine how leadership decisions and responses shape trust, work conditions, and learning.
HOP-105 · Not open for enrollment
Connect strategy, resources, worker participation, management systems, and implementation feedback.
HOP-106 · Not open for enrollment
Integrate individual, team, leadership, and management perspectives in a work-system analysis.
Explore the planned Professional Diploma in Human and Organizational Performance and its individual Certificates of Training. Program enrollment remains closed; requirements and availability are described on each program page.
Integrate HOP foundations and individual, team, leadership, and management perspectives.
Not open for enrollment
Introduce human fallibility, work as planned and performed, controls, and learning from work.
Not open for enrollment
Understand work-system constraints, recognize uncertainty, seek support, and contribute local knowledge.
Not open for enrollment
Study shared workflows, coordination, communication, operational learning, and team improvement.
Not open for enrollment
Examine how leadership decisions and responses shape trust, work conditions, and learning.
Not open for enrollment
Connect strategy, resources, worker participation, management systems, and implementation feedback.
Not open for enrollment
Browse the complete course catalog · All schools & programs · Assessment policy
Learning in practice
A service team repeatedly faces pressure near the end of its shift. Materials arrive later than the plan assumes, but that difference does not consistently reach the next planning discussion.
Explore a fictional workplace conversation and consider how the team could study readiness, scheduling and feedback before choosing an improvement.
Explore systems thinking, feedback, resilience, Human and Organizational Performance and continuous improvement.
Welcome to the School of Applied Systems Studies.
People work within relationships. A delivery affects a schedule. A schedule affects the conditions of a task. Information from that task may reach the next planning decision—or it may get lost along the way.
When a difficulty keeps returning, it helps to study those connections. What is shaping the pattern? What assumptions are we using? What information reaches the people making decisions?
This school explores systems thinking, feedback, resilience, Human and Organizational Performance—HOP—and continuous improvement. We connect those ideas to practical questions about how work happens and how it can improve.
You will meet a service team that repeatedly faces pressure at the end of its shift. Try one decision, explore the school's subjects and choose a resource that fits your question.
Begin here: how do relationships and feedback shape whether systems flourish or suffer?
Look at connections across work and ask what keeps a recurring pattern in place.
This school is for practitioners, supervisors, managers, researchers and anyone trying to understand a recurring workplace difficulty. You can begin with a practical question and learn ways to trace relationships, examine assumptions and study improvement.
A fictional situation. One choice. A glimpse of how this school approaches a workplace question.
The service team repeatedly faces pressure near the end of its shift. The plan assumes replacement materials will be ready at the start. Jonah reports that they often arrive later. Priya receives delivery updates, but the recurring difference between expected and actual readiness is not consistently returned to the next planning discussion.
MARCUS: "We have had another late finish. I have already asked the team to improve its time management."
JONAH: "We were ready to start, but the materials came later than the plan assumed. The finish time stayed the same."
PRIYA: "I schedule the work using the expected delivery time. I need to understand how often actual readiness differs from that expectation."
MARCUS: "Let's look at several shifts together. I want to understand what the team encounters before we choose an action."
PRIYA: "We can compare planned and actual readiness, then trace how that information reaches the next schedule."
JONAH: "Include the crew in that conversation. We can explain what the waiting and changes mean for the work."
The group moved from a repeated outcome to the relationships shaping it. Material readiness became a question to study, alongside scheduling and feedback. Other influences may also matter.
Their next step is to examine the evidence, choose a useful change and monitor its effects. The aim is to improve how the system supports work.
Explore available resources while the dedicated school course pathway remains proposed.
Choose a recurring difficulty you want to understand. What conditions shape it? Which teams or activities are connected? What information reaches the next decision? Use those questions to explore available resources in the library.
Explore the resource library →Explore practical decisions, communication, coordination and organizational feedback in an existing Academy course.
Explore supervisor foundations ↗Explore how people, working conditions and learning connect through available library resources.
Explore the Library experience ↗Explore the separate Research experience for a deeper look at questions, evidence and methods.
Explore the Research experience ↗Explore how planning, protection, systems, learning and technology connect.
Occupational Safety examines exposures and protective controls. Safety Leadership explores the priorities and conversations that support people. Adult Learning & Training considers how people develop and apply capability. Applied AI & Technology explores useful technology, verification, and human oversight. Applied Systems Studies helps connect these perspectives through relationships, operating conditions and feedback.
Think of a difficulty that keeps returning in your work. What happens before it? Who experiences its effects? What information is available for the next decision?
Begin with that question. Explore the connections, listen to the people involved and study what changes when you try an improvement. Welcome to the School of Applied Systems Studies.
Research & ideas
Related reading on HOP, management systems and research applicability from Jenkins Industry Safety Journal, a publication of Jenkins Research Institute.
Human & Organizational Performance
Learn what Human and Organizational Performance (HOP) means, its five principles, and how HOP changes safety, investigations, leadership, and organizational learning.
Read the articleSafety management systems
Create a safety management system action plan with clear objectives, decision authority, resources, worker feedback and verification of controls.
Read the articleResearch methods
Judge whether safety research fits your workplace by checking study validity, people, conditions and outcomes, with a worked example and practical checklist.
Read the articleBegin exploring
Choose a recurring difficulty. Listen to the people involved, examine the conditions and study what changes when an improvement is tried.
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