montana safety services council 20 th annual safety conference march 3 – 5, 2015 bob winston...
TRANSCRIPT
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Montana Safety Services Council20th Annual Safety ConferenceMarch 3 – 5, 2015
Bob WinstonVictory Insurance Company
SAFETY CULTURE… ELEMENTS THAT
DEFINE WHO WE ARE
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Fish cannot see the water they swim in…Its invisible to them
Diff erent kinds of water…Breed different kinds of fish
Change the water and you will…Get different fish
For fish to survive they must…Have the right water
Bad water in the pond…Equates to bad fish
A FISHY ANALOGY
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INSTANT GRATIFICATION…NOT!!
George Wills, Blacksburg, VA
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Abraham Maslow…an American Psychologist who was best known for creating Maslow's Hierarchy of Needs, a theory of psychological health predicated on fulfilling innate human needs in priority, culminating in self-actualization.
The concept was first presented in a 1943 paper, “A Theory of Human Motivation” and further addressed in his 1954 book, “Motivation and Personality”
CULTURE…AN HISTORICAL PERSPECTIVE
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MASLOW’S HIERARCHY OF NEEDS
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MASLOW’S HIERARCHY OF NEEDS
Self-Actualization…Acceptance of themselves and others; problem centered; appreciation for the world around them; independent.
Esteem…Confidence, achievement, self-esteem, respect of others, respect by others.
Social…Family, friendship, intimacy. Safety…Security of self, family, health, job.
Physiological…Breathing, food, water, sleep.
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Douglas McGregor…Organizational Human Behavior Specialist during the 1960’s
Was famous for his formulation of theories addressing human motivation:Theory X (authoritarian management)Theory Y (participative management)
CULTURE…AN HISTORICAL PERSPECTIVE
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Theory X ('authoritarian management' style) The average person disl ikes work and wil l avoid it he/she can. Therefore most people must be forced with the threat of
punishment to work towards organizational objectives. The average person prefers to be directed; to avoid responsibi l ity;
is relatively unambitious, and wants security above all else.
Theory Y ('participative management' style) Eff ort in work is as natural as work and play. People wil l apply self-control and self-direction in the pursuit of
organizational objectives, without external control or the threat of punishment.
Commitment to objectives is a function of rewards associated with their achievement.
People usually accept and often seek responsibi l ity. The capacity to use a high degree of imagination, ingenuity and
creativity in solving organizational problems is widely, not narrowly, distr ibuted in the population.
In industry the intellectual potential of the average person is only partly uti l ized.
THEORY X VS THEORY Y
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Dr. Rensis Likert…Another researcher focused on human behavior within the industrial organization setting.
Examined different organization and leadership styles. Coined the term Organizational Climate
To achieve maximum profitability, high productivity, along with good labor relations, organizations must make optimum use of their human assets…Participative Management
Likert, Rensis, “The Human Organization”, 1967
CULTURE…AN HISTORICAL PERSPECTIVE
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Dan Petersen…Considered by many to be one of the fathers of modern day safety.
Was among the first to recognize and address the human behavioral side of safety.
Author of numerous publications addressing the human element and its relationship to the organization.
“Safety Management: A Human Approach” is a good reference book by Dan Petersen
Scott Geller: “The Psychology of Safety”; James Roughton: “Developing an Effective Safety Culture”; Donald Eckenfelder: “Values Driven Safety”
CULTURE…AN HISTORICAL PERSPECTIVE
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Shared philosophies, ideologies, values, beliefs, assumptions and norms (Kilmann, 1986)
Habits, folkways and norms that shape action (Westrum, 1993)
‘Culture’ is to an organization what ’personality’ is to an individual
CULTURE DEFINED
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After the Chernobyl Nuclear Power Plant disaster in 1988 a new term was coined…Safety Culture by the INSAD
“The safety culture of an organization is the product of individual and group values, attitudes, perceptions, competencies and patterns of behavior that determine the commitment to, and the style and proficiency of, an organization’s health and safety management.
Organizations with a positive safety culture are characterized by communications founded on mutual trust, by shared perceptions of the importance of safety and by confidence in the effi cacy of preventive measures.”
INTERNATIONAL NUCLEAR SAFETY ADVISORY GROUP
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The way safety is perceived, valued and prioritized in an organization…Reflects the real commitment to safety at all levels within the organization (Skybrary)
“The way things are around here”
“How an organization behaves when no one is watching”
SAFETY CULTURE DEFINED
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An Environment Where Everyone:Takes responsibility for personal safety and safety of others;
Follows all safety rules and regulations;
Makes suggestions to improve safety;
Promptly reports accidents, losses, near misses, unsafe conditions and unsafe actions
SAFETY CULTURE DEFINED
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Management and Employees: Norms…Unwritten rules; Beliefs; Actions; Practices Attitudes…The way a person views
something/someone or tends to behave towards it, often in an evaluative way
Values…to regard or esteem highlyPolicies and Procedures:
Policies…Statement of intent; Rules of order; Course of action
Procedures…Sequence of activities; Step by step instructions
Managers, Supervisors…Priorities, responsibilities and accountabilities
Employee Hiring, Training and MotivationEmployee Involvement or Buy-InActions to Correct Unsafe Behaviors and
Conditions
SAFETY CULTUREGOOD OR BAD
IS THE RESULT OF
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SOCIAL CONFORMITY CAN BE RISKY
George Wills, Blacksburg,, VA
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Fact or Fiction… If workers are expected to Act, Think and Work safely much
of this will come from their perception of company values and culture, not from written policies and procedures…
Question… How would your company be described when it comes to
values, character, commitment and leadership…Your Culture?
What adjectives might describe your current business? Principled…Honest…Dedicated…Loyal…Committed…
Involved Misleading…Reckless…Cut-Throat…Unfair…Dishonest
SAFETY CULTURE
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Leadership at the top and throughout the organization Management practices alone are not suffi cient All company workers must be engaged and involved All workers…management, supervisors, employees, and
even contractors must be empowered to achieve safety excellence
Strict adherence to regulatory compliance alone will not ensure safety excellence
Successful companies develop their own best practices to enhance their performance
Safety and health is a shared value, belief at all levels of management and among all employees
Employees must feel confi dent that the company values safety and health comparably with other values
Company-wide engagement enhances commitment
KEY FINDINGS TO SAFETY CULTURE EXCELLENCE
THE CONFERENCE BOARD: DRIVING TOWARD “0”RESEARCH REPORT R-1334-03-RR (2003)
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Companies must clearly defi ne what employees are expected to do…Policies, procedures, rules and regulations
Safety is driven at the line supervisory level just as production, scheduling, costs and quality
Safety is incorporated into a business process as an operational strategy…Applying tools and techniques of good safety management not only reduces injuries and illnesses but also improves effi ciency, quality and production
Proactive safety measurements are implemented…”If you can’t measure it, you can’t manage it; if you can’t manage it, you can’t improve it” Trailing indicators alone are simply not suffi cient any more, ie. OSHA recordable/lost time rates
Proactive measures…Unsafe observations; Safety meetings; Training sessions; Near misses; Documentation
KEY FINDINGS TO SAFETY CULTURE EXCELLENCE
THE CONFERENCE BOARD: DRIVING TOWARD “0”RESEARCH REPORT R-1334-03-RR (2003)
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INTERPRETATION GOES A LONG WAY TOWARDS OUR BUY-IN
George Wills, Blacksburg, VA.
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Goals…Changing mindset and direction
Goal…A desired result that envisions, plans and commits to achieve…A desired end-point
We can think of a goal as doing the following: Defines the destination Changes the direction to move toward the destination Changes the mindset to adjust to and support the new
direction Creates the necessity to develop specific tactics
Goals tend to change your mindset by changing your focus.
SETTING GOALS
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Objective…Establishing a series of concrete steps
If goals are about the big picture, then objectives are all about tactics.
Tactics are action plans to get from where you are to where you want to be.
A goal defines the direction and destination, but the road to get there is accomplished by a series of objectives.
OBJECTIVES
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QUALITY GURU…EDWARD DEMING
“Only after we have demonstrated our
concern for, and taken care of, our
“HUMANWARE” can we expect their
concern and loyalty for the development of the
“Hardware” and “Software” aspects of
our business”
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Two inseparable truths are embodied in the sayings:
“Safety is created in the boardroom”
and
“A rotten fish stinks from the head down”
A FISHY TRUTH
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Safety commitment indeed starts at the top: Authentic action
Suffi cient resources allocated: Dedicated budgets and staff
Written policies and procedures are in placeSafety goals are on the “managerial dashboard”Accountability is established through job
descriptions as well as performance reviewsComprehensive inspections for hazards and
behaviors are conducted regularly.Owners, managers and supervisors walk the
talk
KEY COMPONENTS OF A TRUESAFETY CULTURE
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New and transferred employees receive sound orientation training
Safety training and communication is an on-going process
There is visible, strong employee involvement and ownership
A process for analyzing all accidents, near misses, unsafe acts and conditions is in place
Progress, milestones, accomplishments are recognized and acknowledged
KEY COMPONENTS OF A TRUESAFETY CULTURE
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WORKING TOGETHER WE CAN ACHIEVE SO MUCH MORE
George Wills, Blacksburg, VA
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Organizational Factors Requires specific
assignment of roles and responsibilities
Operational Factors Requires things such as
concise, auditable plans/procedures
Cultural Factors Requires a continuous
improvement mind-set throughout the company
ROOT CAUSE ANALYSIS
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DOING THE SAME OLD THINGAND EXPECTING TO SEE A CHANGE
Like A Ship Trying To Sail
On Yesterdays Wind
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