| The purpose of this study was to explore and understand how managers effectively participate in organizational systems as leaders to support high-performance implementation of loss prevention systems. Loss prevention systems are systems designed to address and eliminate potential losses or unplanned costs associated with safety, reliability, product quality, environment, financial, and business inefficiencies. The purpose was deepened by exploring how (a) systems thinking principles, including knowledge of sociotechnical systems, (b) transformative learning practices, and (c) knowledge, skills, and values adopted by managers supported high-performance design and implementation. The outcome of this research fosters awareness of the cultural conditions, transformative learning, and design practices that facilitate a loss-free, person-centered environment.;Hermeneutic phenomenology was the methodology for this study to enable a means of exploring lived experiences through shared understanding about the meaning of an experience in a particular context. Six high-performing managers, as defined by the study, were selected to participate in semi-structured interviews. The data from the interviews were transcribed and the hermeneutic circular inquiry process, an iterative, analytical process of relating parts of the conversations as texts to wholes and wholes to parts, was adopted to provide the researcher and participants the opportunity to learn from one another. This process resulted in a revised model of high-performance implementation of loss prevention systems that included: (a) culture, technology, and environment as valuable support systems for loss prevention system implementation; (b) shared vision, leadership commitment and belief, and establishment of meaningful relationships as important elements to facilitate transformative learning processes; and (c) people-centered focus of systemic implementation strategy.;The study found that managers who assumed responsibility for adopting new ways of thinking and being, with respect to how loss prevention systems are managed, were able to establish the conditions for new learning to emerge to facilitate a loss-free work environment. This process offers practical application and guidance for managers in public and private companies to systemically design and implement loss prevention systems in critical supporting systems to create space for transformative learning that challenges underlying assumptions and paradigms to yield improved loss prevention performance. |
