developing critical behaviours to be measured in an ... hsse/presentations...alan d. quilley crsp...

Alan D. Quilley CRSP

Developing Critical Behavioursto be Measured in an

Excellent Safety Culture

Technology. Culture. Results.

Enjoying Yourself?“Try not to have a good time . . .

This is supposed to be educational.”

Lucy Van Pelt

The Workshop Outline

1. A Bit Of History

2. What Is Safety Excellence?

3. Five Step Process To Select, Measure & Manage Critical Behaviours

4. Small Group Exercise

5. Summary & Questions

1. A Bit of…

Our Thinking Has Historically Shaped OurSafety Management Efforts

How we organize &

manage our resources &

people

What we believe causes

unintended down grading

incidents

SAFETY

Organizing StructuresLeading

Roles &

Styles

Planning

Higher

Productivity

Controlling

ProcessIntegration

& Culture

The Evolution of Causation Theory

Chain Reaction

Fishbone

“If you do what you’ve always done, you’ll

get what you always got!”

W. Edwards Deming 1900 -1993

http://www.deming.org

Outcome

Effect

Output

Measurements Environments Machines

Materials Methods People

Inputs

Plan - Do - Check - Act


“ALL OF THEM!”

“Performing Safely…is the performance of work or play without

taking unnecessary risks.”

Using THAT DefinitionAre these Two Safe?

How about him?

Safety Is About People, Things and Processes

We Can Measure All of Those

Through Evidence-based

OBSERVATIONS

A Bit of Logic

Imperfect Humans +

Imperfect Machines +

Imperfect Tools +

Imperfect Materials +

Imperfect Processes ≠ Perfection

The Best That We Can Do

Is The Best We Can Do!

Safety Management

How To…

The “Not So Secret”Secrets Revealed

Six Criteria For Safety ExcellenceDr. Dan Petersen

• Upper Management Support

• Active Middle Management Involvement

• Forced Supervisory Performance

• High Level of Employee Involvement

• Program Flexibility

• Positive Perception Among Employees

What gets measured...gets done

What gets rewarded…gets results

Traditional Elements

Integrated Safety Management System

Engineering/Procedural

Awareness, Posters, Awards

“Be Careful”

The 3 “E’s, Audits, Procedures, Physical Plant

Culture, Behaviour, Environment, Accountability

Safety Culture Continuum

Model of Managing for Outstanding SafetyJ.M. Stewart “Managing for World Class Safety”

Let’s Go SEE Safety

What Really Works ToCreate Safety Excellence?

The Evidence Is Overwhelming!

What Works Is Simply…

WHAT WORKS!

Company CultureMission, Vision & Values – Commitment

of Time & Money

Safe BehaviourStandards, Practices

& Procedures

AccountabilityActivities, Measurements

& Rewards

Safe EnvironmentTools, Equipment, Materials, Environment

Encourage

Engage

Evolve

Evidence-Based

Tools



We Need ToManage

Our Work Environment


Kitchen Safety #101THE TOOLS MATTER!

Have YOUEver Used

a KNIFE as aSCREWDRIVER

In YOURKitchen?

What ONE Thing Can YOU Do To…

Almost guarantee that you will

NEVERuse a knife as a screwdriver in your Kitchen ever again?


& Rewards



“The single greatestsafety system failure…is the

lack of accountability”

Dan Petersen1931-2007

Accountability

•How long will it take?

•How much will it cost?

•Have you got that done yet?

•Will it be done today?

Accountability

You Know You’ve Done A Good Job When…

• We’ve Followed The Plan• It’s On Time• Under or On Budget• It’s Done Safely• ?

Accountability

Assign Safety!

1. Ask for it!

2. Measure that it’s done Time, Money,

Safety, Customer Service, Environmental, Community…

3. Celebrate when it’s done

4. Coach when it’s not


& Procedures


& Rewards



Behaviour Based Safety

Behaviour Basics

•Activators

• What happens to motivate the behaviour

•Behaviour

• The action(s) taken by the person

•Consequences

• What results from the behaviour/action

Alan…Watch Your Time!

Everyone Needs Activators

Now & Then

Safe Behaviour…Is Managed By Providing

Activators & Consequences

An Important step is to select the CRITICAL Behaviours that

make work SAFE!

Consequences Drive Behaviour

Change the Consequences Change The Behaviour!


of Time & Money


& Procedures


& Rewards



Culture

“How a group of people behave habitually”

More simply put…

Company Culture•What You Say

• Mission, Vision, Values, Policies & Statements of Commitment

•What You Do• How You Demonstrate You Mean What You Say• How You Allocate Your Resources – Time &

Money

Leadership Behaviour Matters!

“What you do speaks so loudly that I cannot hear what you say”

Ralph Waldo Emerson


of Time & Money


& Procedures


& Rewards


Tools

Encourage

Engage

Evolve

Evidence-Based


Encourage

Engage

Evolve

Evidence-Based

Four “Hows”


“The style in which you manage the Four Whatsis as important as What you manage.”

ISMS – The “Hows”Encourage

Do It WITH Them NOT TO Them

EngageEVERYONE Does Safety Activities And Is Held

Accountable

EvolveChange With Your Needs

Evidence-BasedDo What WORKS!

Encourage & Engage

• Human’s Have To WANT TO• Provide Consequences

• Human’s Need To Be Involved• Engagement in Creating Solutions

• You CANNOT Deliver Safety Like A Pizza!• Safety Isn’t a Passive Activity

SafetyOrientation

What The Heck IsThe Guitar About?

“It’s been up to me to inspire me.”Eric Clapton

Playing Guitar & Working SafelyAre Very Similar…

They Both Require:

• Knowledge & Education• Communication• Tools• Equipment

• Skills• Muscle Movements• Muscle Memory

• Experience• Practice• Coaching• Feedback

Most Importantly…

Safety Continuum

Pe

rce

nta

ge

of E

mp

loye

rs

Safety Culture Maturity

Willful

Non-Compliance

Traditional

Reluctant

Compliance

Engineering/Procedural

Compliance

ISMS

Chasing

Excellence

ISMS

Safety

Excellence

High Exposure

To

Injury & Illness

Extremely Low

Exposure To

Injury & Illness

Evolve

Evidence-based

Leading Indicators To Success

The REAL Leading Indicators

Alan Kay

“The best way to predict the futureis to create it.”

Leading Indicators Speak Loudly To Us As Long As

We Know What WeREALLY WANT



of Time & Money


& Procedures


& Rewards


Tools

Encourage

Engage

Evolve

Evidence-Based

Tools

• A Future State Vision - A Plan To Get There

• Hazard Assessments JSAs

• Work Procedures

• Incident Imaging

• Critical Behaviours

• Measurements

• Consequences

• Safety Discussions

• Active Caring


of Time & Money


& Procedures


& Rewards


Encourage

Engage

Evolve

Evidence-Based

Tools


Simple 5 Step Process

1. Pick A Critical Behaviour

2. Build an ABC Model

3. Nest the Behaviour

4. Measure

5. Coach or Celebrate

The Binder of Intention

Is Filled With Critical Behaviours

Safe & Unsafe Behaviours

• Critical Safety Behaviour• Behaviour that increases the chance that we will be free of injury and/or

illness

• Critical Unsafe Behaviour• Behaviour that unnecessarily increases the chance of injury and/or

illness

Critical Behaviour

A Behaviour that MUST be performed

to accomplish the goal

Critical Behaviour

A Behaviour that MUST NOT be performed

to accomplish the goal

Selecting Critical Behaviours

• Worst First

• Highest Energy

• Most Frequency

• From Safety Plan

• Worker Concerns

• Past Incidents

• Safety Alerts

• Others

Must Do

Must Never Do

Critical Behaviours

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Build An ABC Model

ABCs – Work The Plan!

Activator Behaviour Consequence

Work Procedures

Rules

Signs

Meetings

Discussions

Permits

Compliance

With Critical

Behaviour

“Good Job!”

Positive Feedback

Not Allowing Deviations

ABC Analysis WorksheetIdentify the Activator and Consequence

Used To Increase or Decrease the Behaviour



“What your boss is interested in…you are FASCINATED IN!”

Responsibility Without Accountability Doesn’t Get ANYTHNG Done!

Leadership Behaviour Matters!

1. What did you do today to make safety more likely?

2. What did your subordinates do today to make safety more likely?

3. How did you measure how well they did it?

4. How did you reward them for doing it?

Nesting Activities &

Accountabilities

Safety Inspections

If we want to ensure Supervisors perform Safety Inspections…

• What behaviours does their Boss need to do?

• What behaviours does their VP need to do?

• What behaviours does their CEO need to do?

The Desired Behaviour_________________________________

Person Assigned the Behaviour

____________________________________________________

____________________________________________________

Their Direct Report

____________________________________________________

____________________________________________________

Their Direct Report

____________________________________________________

____________________________________________________

4. Measure

"Without data, you're just another person

with an opinion."

W. Edwards Deming

Two Ways To Measure

•Quantity• Counting How Many

•Quality• Judging Against An Established Standard

• Ideally BOTH!

How Do We Measure?

• Self Reporting

• New Tech Reporting

• Monitor Centrally

• Monitor Locally

• Boss Asks

• Daily/Weekly/Monthly/Annually

• Be Clear On the Consequences

Measures

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Behaviour Is About Consequences

“ People do what they do because of what happens when they do it. ”

Aubrey C. Daniels

Behavioral ConsequencesAubrey Daniels – “Bringing out the Best in People”

4. PENALTY (P-)

Only Two Questions To Be Asked & Answered

1. What Happens When The Do?

2. What Happens When They Don’t?

Consequences – Coaching or Celebration

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Let’s Put This To Work!

OfficeMaintenance Machine

Shop

Main ShopWalkway

Behavioural Initiative Case Study“I’m Going To Fire People Who Don’t Comply!”

Offices



Wear Safety Glasses

when in the Maintenance

Shop


Wear Safety Glasses When in the

Maintenance Shop

Measures

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

Coaching or Celebration

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

Our OWN EvidenceWill Tell You

When We’re

SAFE!

The Workshop Summary

1. A Bit Of History


3. Five Step Process To Select, Measure & Manage Critical Behaviours

4. Summary & Questions

Final Thoughts

• Safety Has To Be PERSONAL & ENGAGED

• Safety is NEVER truly EFFECTIVE nor EFFICIENT if it’s done TO People

• WE need a process to decide what we want and how to get humans to do those things

• The Good News is we already have a process that works!

What?

When?Why?

Where?

How?

What?

When?

Why?

Where?

How?What?

When?

Why?Where?

How?What?

When?

Why?

Where?How?

What?

When?

Why?

Where?How?

What?

When?

Why?Where? How?

What?When?

Why?

Where?

How?Who?Who?

Availablewww.safetyresults.cahttp://safetyresults.wordpress.com/

Honourable MentionGlobe & Mail's

Best Business Books of 2006 99

[email protected]

https://www.linkedin.com/in/alanquilley

Alan D. Quilley CRSP

Developing Critical Behavioursto be Measured in an

Excellent Safety Culture

Participant Handout

Technology. Culture. Results.


of Time & Money


& Procedures


& Rewards


Encourage

Engage

Evolve

Evidence-Based

Tools


Simple 5 Step Process


2. Build an ABC Model


4. Measure


Critical Behaviours

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

The Desired Behaviour_________________________________

Person Assigned the Behaviour____________________________________________________

____________________________________________________

Their Direct Report____________________________________________________

____________________________________________________

Their Direct Report____________________________________________________

____________________________________________________

Measures

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Consequences – Coaching or Celebration

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Office

Maintenance Machine Shop

Main ShopWalkway

Behavioural Initiative Case Study“I’m Going To Fire People Who Don’t Comply!”

Offices



Wear Safety Glasses

when in the Maintenance

Shop


Wear Safety Glasses When in the

Maintenance Shop

Measures

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

Coaching or Celebration

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

______________________________

Notes

____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

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