culture change to avoid catastrophe
TRANSCRIPT
Culture Change to Avoid Catastrophe: Lessons from the Oil Industry Ann McGregor, Technip Doug Upchurch, Insights
&
© The Insights Group Ltd, 2011. All rights reserved.
We want to share a story with you
It’s a True Story
About Real People
At a Global Oil Company
Seeking to Make a Change in their Culture
In Order to Avoid Catastrophe
© The Insights Group Ltd, 2011. All rights reserved.
Changing your organization’s culture can be like turning a large ship…
© The Insights Group Ltd, 2011. All rights reserved.
But more often it’s like turning a flotilla of boats in a new direction.
© The Insights Group Ltd, 2011. All rights reserved.
Our Objectives
Understand key ‘tipping points’ for organizational climate and culture change and how to reach them
Use practical tools to raise organizational self-awareness and influence behavior to get results
Create an action plan to understand your business challenges and the steps we as L&D professionals can take to address them
© The Insights Group Ltd, 2011. All rights reserved.
For the next 70+ minutes… We’re in a flotilla together.
Introduce yourself to someone in a boat beside you and share your answers to the following questions:
• Why drew you to this session?
• What is one memorable change you’ve experienced in your career so far? What made it memorable?
• Who is one person that you think will personally benefit from what you learn here today? How will they benefit?
© The Insights Group Ltd, 2011. All rights reserved.
A Word about Organization Culture Organizational culture is the collective behavior of people that are part of an organization, it is also formed by the organization values, visions, norms, working language, systems, and symbols, it includes beliefs and habits.
It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling.
Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders
Source: http://en.wikipedia.org/wiki/Organizational_culture
© The Insights Group Ltd, 2011. All rights reserved.
Climate and Culture
Climate • The current attitudes and behaviors demonstrated in
the organization Culture
• When you embed and sustain the climate, it becomes the culture
Sustained and embedded climate change creates culture change, either intentionally or unintentionally.
Climate and Culture Change at Technip
The Pulse Program
Finding the balance
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In the quest for more man creates the very best
What about the consequences?
We need to find the balance Social actions Environmental initiatives Evolution of laws and requirements Improvement of safety performance Alternative energy Recycling
Seeking the best for everyone
Organisational culture
“Simply targeting the mistakes of BP’s operators and supervisors misses the underlying and significant cultural, human factors and organisational causes of the disaster that have a greater preventative impact.” (CSB Report into BP Texas City Disaster (2007), emphasis added)
Safety Climate Survey… Value?
BP Texas City safety climate survey (months before the disaster)
Safety36%
Schedule24%
Budget17%
Reputation16%
Env
iron.
7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Tech
nip
grou
p 20
08
% responding as line manager's first priority
Global Survey Results 2008
If your line manager were to fail in one of the following areas, which would they view as most serious?
64% of our leaders would prefer to fail in Safety over
Schedule, Budget, Reputation or Environment
What is Pulse
The health and safety of our people is a core value and an absolute commitment
Pulse is the brand name for Technip's unique global HSE climate change programme
HSE Climate
“If it feels right, smells right and tastes right, it’s almost surely the right thing and you will be on the
right track.” “It’s Your Ship” Captain D. Michael Abrashoff, Former
Commander, USS Benfold
“Workforce perceptions about the way managers enact safety policy and practices.”
Zohar, Flin, Griffin, Neale et al, 2000s
Technip Group HSE
HSE
People • HR Planning • Competencies
Assets • Vessels /Plants • Equipment • ROV’s • Dive Systems
Systems • Internal • Commercial • Supply Chain
Performance • Reliability • Benchmarking • Management
Culture • Leadership • Communication • Behaviour
ORCA II COACH
BBS
Olympism is a philosophy of life, exalting and combining in a balanced whole the qualities of body, will and mind. Blending sport
with culture and education.
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Pulse Overview
Vision Pulse Value for Life HSE values embedded & demonstrated by all
Impact ALL to create an HSE climate of Performance Excellence
Tailored components for effective engagement of all personnel:
Pulse Safety Climate Survey Pulse HSE Leadership Pulse Recharge for Leaders Pulse HSE Leadership for Engineers Pulse Manager & Supervisor training Pulse Articulus Pulse for the Workforce Pulse Coaches
Leadership and Communication
Pulse Menu
Strategy
Focus Areas
A Common Language for Communication
Step 4: Take Action
Step 3: Adapt and Connect
Step 2: Understand Others
Step 1: Understand Self
© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks.
Let’s find out a little more about our flotilla!
© The Insights Group Ltd, 2011. All rights reserved.
cheerful
reflective
concise challenging
caring
assertive
enthusiastic
determined
firm factual
well-argued
reliable
accommodating
objective
active
steady
fun
sensitive
accurate
tactful
driving
constant
structured
harmonious
strong-willed
purposeful
convincing
cautious
calculating
amenable persuasive
patient
influencing
diplomatic logical
sociable
outgoing
courageous
co-operative
forceful
conventional
optimistic
mobile friendly stable
consistent
decisive
correct
loyal calm
daring
analytical
engaging
exact
impulsive
realistic
Circle the words that you would say most accurately describe you.
© The Insights Group Ltd, 2011. All rights reserved.
The Four Insights Discovery Colour Energies
• We are never just one color
• We have a combination of all 4 Insights Discovery Color Energies within us
Competitive Demanding Determined Strong-willed Purposeful Sociable Dynamic Demonstrative Enthusiastic Persuasive
Caring Encouraging
Sharing Patient
Relaxed
Cautious Precise
Deliberate Questioning
Formal
Communication
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The meaning of communication is the feedback we receive…..
Pulse Communication Week
Leadership by example
Communication of a globally consistent message
Connecting people and providing time for HSE engagement and discussion
Communication is 2-Way Measurement of progress through
listening and understanding
“See the ship through the crew’s eyes” - Captain D. Michael Abrashoff
The four most important words in business “What do you think?” - Tom Peters
“Businesses that are most successful connect with everyone as an individual” - Screw Business As Usual, Richard Branson
“Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.” - Einstein
Transformational Leadership
“You must be the change you wish to see in the world.’”
Mahatma Gandhi
Transformational Leadership
PARTICIPATION
ROLE MODEL VISION
TRUST
SHARED GOALS
AUTHENTICITY
INSPIRATION
MOTIVATION
YOU create the climate
Cool Blue – Ensuring consistency and reliability.
Establishing strategic principles. Evaluating critical processes.
Honouring & applying personal and collective wisdom.
Earth Green – Nurturing growth.
Serving others. Establishing trust.
Demonstrating loyalty and commitment.
Sunshine Yellow – Inspiring and motivating. Injecting energy and optimism. Visioning new possibilities. Establishing effective relationships.
Fiery Red – Determining direction. Initiating key actions. Challenging constructively. Delivering key results.
Insights® Transformational Leadership
© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks
Personal Reflection > ACTION
HSE & Business Excellence
Our Journey 2008 – 2011
17.500 data set
150+ qualified internal trainers
11.000+ persons participated in Pulse
Strong brand established
Impact across 46 countries 30.000 people
Internal/external visibility
Personal & project success stories
On-going Program growth & development
Pulse is what you make it
“We cannot predict the future but we can create it”
Great By Choice – Jim Collins
"Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.”
Einstein
Creating Culture Change in Your Organization Practical Tools and Lessons Learned
© The Insights Group Ltd, 2011. All rights reserved.
Tipping Points in Culture Change Stage of Change Desired Positive Outcome Clarify the Change Aware Stakeholders Communicate the Change Shared Understanding Foster Acceptance Acceptance of Imminent Change Implement the Change Successful Application Sustain the Change Advocates and Champions
The key to successful culture change is
high levels of engagement.
Source: Making Change Work Ltd, Insights Vancouver
© The Insights Group Ltd, 2011. All rights reserved.
The Tipping Points At Technip Stage of Change How it Happened at Technip Clarify the Change “I want Technip to be the Reference Company in
the industry for HSE.” – Thierry Pilenko Organization Survey
Communicate the Change Top 360 Leaders attend Inaugural Pulse Program
Foster Acceptance Involved Top 360 Leaders in creating the Change: Value Statement and Leadership Performance Standards
Implement the Change Roll out of Pulse Program to Everyone Menu of Program Options to meet all audiences
Sustain the Change Internally Branded Program with Internal Trainers, Especially Senior Team Members that are not a part of HSE Refresher Element of Each Course Coaching: Strategic and Pulse@Work Coaches
Source: Making Change Work Ltd, Insights Vancouver
© The Insights Group Ltd, 2011. All rights reserved.
Practical Tools for Culture Change Understanding Your Culture
• Organizational Survey with Interviews
Making it Personal and Aligning Teams and Leaders • A Common Language and Teambuilding Tools (Insights Discovery)
Creating a Strong Internal Brand • Pulse Imagery, Value Statement, Posters, etc.
Creating a Common Language for Communications • Storytelling Skills (Articulus) and Insights Discovery
Experiential Learning • Face to Face Pulse Training and Workshops
© The Insights Group Ltd, 2011. All rights reserved.
Your Role as an L&D Leader
Create a Diverse Offering of Learning Experiences
Discover Where You Are Now
Connect with your Key Top Sponsors
Consider Your Action Plan
© The Insights Group Ltd, 2011. All rights reserved.
What Are Your Next Steps?
Is there a Culture Change that you are needing to support in your organization?
What is one thing you can do during the next 6 weeks to help support the change?
© The Insights Group Ltd, 2011. All rights reserved.
Your G-WAVE Action Plan Goal: What is one thing you can do during the next 6 weeks to help support your desired culture change? WHY is this step important to the culture change?
W
What is the specific ACTION(S) you will
take?
A
Who can you ENGAGE to support you with this action?
E VISUALIZE how it will
look when you have accomplished this goal.
V
Share this with one of your flotilla friends!
© The Insights Group Ltd, 2011. All rights reserved.
We hope you’ll remember our time together…
© The Insights Group Ltd, 2011. All rights reserved.
To Create Aligned and Effective Culture Change in Your Organization
© The Insights Group Ltd, 2011. All rights reserved.
Thank You!
Ann McGregor – Director HSE Group • [email protected]
Doug Upchurch – Strategic Consultant • [email protected] • Twitter: @insightsdoug