Module 6 Safety Culture

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Module 6Safety Culture

• The Impact of Human and Organizational Factors

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Module Objectives

• To understand safety culture
• To understand how human behavior, motivation and
  organizational factors impact safety culture
• To expose how competing priorities affect
  behaviour
• To understand how safety culture is an essential
  consideration in aviation SMS

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Tate the Office Enforcer Video
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Part 1

• Safety Culture

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What is Culture?

• A set of assumptions, benefits, and beliefs about
  reality
• Based upon personal experiences, beliefs and
  upbringing
• The way we make decisions, feel, think, and act
• An attitude developed over time

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

Beliefs, principles, rules Safe work cultures
start from simple common beliefs supported by all
employees in an organization
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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

• Examples
• Every incident can be avoided
• No job is worth getting hurt for
• Every job will be done safely
• Incidents can be managed
• Safety is everyones responsibility
• Safety must be a company vision and value
• Safety is an integral part of business
• There is a positive mind set and a positive
  attitude towards safety
• Safety controls must be designed into every
  aspect of the organization

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

• Role models, heroes, leaders
• Safety/Best Management Practices
• Commitment from the top of the organization
• Accountability
• Leading by example
• Safety goals are
• Realistic
• Communicated
• Reflect the safety culture of the organization

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

System of Resource Management Required resources
allocated
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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

• Tangible evidence of the culture
• Safety standards define safe procedures and
  management practices
• Safety awareness material (posters, bulletins,
  banners etc)
• Rewards, certificates
• Safety newsletter

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

• Stories, communication modes
• Communication training
• Everyone understands safety requirements
• Everyone understands their role in ensuring
  safety within the organization

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

• Traditions, rituals, patterns
• Reporting and investigation
• questioning attitude
• risk based decision making
• attention to detail
• adherence to procedures
• Employee Involvement
• Builds ownership
• Assessments, Audits and Appraisals
• Evaluate implementation of safety programs

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Parameters of Culture

• Core values
• Leadership
• Economics
• Artifacts
• Common language
• Behaviours

• Every company has its own unique safety culture
• Varies from one extreme to the other
• Maturity level based on parameters
• vision and mindset
• how deeply key integrators are embedded into
  normal business operations
• degree of implementation of accident and injury
  prevention strategies

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What is Safety Culture?

• An informed culture
• A just culture
• A reporting culture
• A learning culture

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Please, turn off your cell phone before boarding
the aircraft
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Benefits of a Strong Safety Culture

• Safer work environment
• Improved morale through employee involvement
• More responsible and accountable employees
• Better quality of life
• Improved bottom line
• Improved quality
• Better productivity

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Part 2

• Key Safety Cultural
• Integrators and Indicators

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CASA video (pt. 1)
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Typical Organizations a collection of
silos

• Key efforts and communications can break down the
  silos

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Integrating Organizational Safety Culture

• From various studies it is clear that certain
  factors appear to characterize organizations with
  a positive safety culture. These factors include
• The importance of leadership and the commitment
  of the chief executive
• The executive safety role of line management
• The involvement of all employees

IEE - Health and Safety Briefing 07 - Safety
Culture
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Integrating Organizational Safety Culture contd

• Effective communications and commonly understood
  and agreed goals
• Good organizational learning and responsiveness
  to change
• Manifest attention to workplace safety and health
• A questioning attitude and a rigorous and prudent
  approach by all individuals

IEE - Health and Safety Briefing 07 - Safety
Culture
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Safety Culture Indicators

• General Attitudes to Regulation
• Safety Objectives and Requirements
• Impact of the Regulator(s)
• Organization/Regulator Interface
• Level of Competence
• From A Survey to Assess Regulatory Influence on
  Safety Culture at the HIFAR Reactor, A J Frikken,
  January 1997.

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Part 3

• Relationship between human behaviour, motivation,
  organizational factors and SMS

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Organizational Influences on Safety
organizational safety programs cannot replace a
positive safety culture.
Accidents, incidents and failures
time
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Organizational Evolution
Generative safety is how we do business around
here
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Motivating Change

• In order to continuously improve.

• Level of safety
• Compliance to regulations
• Effectiveness of the SMS

the motivation to change must be greater than
the motivation to not change
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Consequences create Choices

• Positive Consequences lead to positive motivation
  (Reinforcers)
• Negative Consequences lead to negative motivation
  (Punishment)
• All work is done to receive positive consequences
  or avoid negative consequences

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Decrease Unsafe or Increase Safe?

• Traditional Safety Programs
• Techniques focus more on reducing unsafe
  conditions and unsafe acts
• Safety Management Systems
• Techniques focus on increasing safe actions

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SMS Stresses Positive Motivation

• Before SMS
• Focus on adherence to regulations
• Objective approach, point by point
• Determine level of compliance
• After SMS
• Focus on effectiveness of systems
• Evaluative approach, system by system
• Determine if systems are effective for continuous
  improvement

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Exercise

• Place yourself in the position of a young AME who
  has just dropped a very small nut into a very
  large engine on a plane awaiting immediate
  dispatch
• Half of the class will report. A quarter will
  identify the good and the other quarter the bad
  consequences
• The other half of the class will not-report. A
  quarter will identify the good and the other
  quarter the bad consequences
• Answer on the worksheet 6-1 and then we will
  discuss as a group
• What would you do to encourage the appropriate
  action on the part of the AME?

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Exercise Incident Reporting

• Consequences
• Report Dont Report
• Good Bad Good Bad
• __________________ __________________
• __________________ __________________
• __________________ __________________
• __________________ __________________
• __________________ __________________
• __________________ __________________
• Handout 5-1

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Exercise Summary

• Consequences become the motivation for behaviour
  to occur
• Good or bad behaviour
• Managing consequences is the key to changing and
  influencing behaviour

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Summary of Key Points

• SMS will help companies create a continuously
  improving safety culture
• Understanding human behaviour and organizational
  factors are key to SMS
• Behaviour is the foundation of every companys
  culture
• Understanding behaviours and motivation is key
  to assessing the real issues and the safety
  culture within an organization

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QUESTIONS
?