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Title: Developing A Best Safety Culture Change: Challenges, Pitfalls,


1
Developing A Best Safety Culture Change
Challenges, Pitfalls, Maintaining Success
  • Eldeen E. Pozniak
  • BA, BSc, CEES, CHSC, CHSMSA, CRSP
  • Director Pozniak Safety Associates Inc.
  • President Canadian Society of Safety Engineering

2
WHAT AFFECTS OUR DEFINITIONS,
  • Dependent on your personal thoughts,experiences,
    history, attitude,.. what you have been exposed
    to,what you value,..
  • Our definitions how we see the world affect how
    we act or react,what we choose to do or not do

3
Safety Management System
Safe Sustainable Business
CULTURE
STRUCTURE
POPULATION
SITUATION
4
Structure without Culture
5
Example 1 OIMS Operations Integrity
Management System at Esso.
  • Essos Gas plant explosion near Melborne in 1998
    sited as having a complex management system
    that maybe was too complex that concentration
    on the development maintenance of the structure
    of the system diverted attention from what was
    actually happening in the practical functioning
    of the plant (Dawson Brooks 1999).

6
Example 2 South Africa Mines 1988
  • Eisner Leger 1988 sought to correlate the
    number of stars achieved by the mines who had
    been assessed using the International Safety
    Rating System (the five star system), with their
    fatality reportable injury rates. It found no
    correlation.
  • In other words, companies which has perfected
    their structure who achievement had been
    recognized with the five star rating were no
    safer than companies whose safety management
    structure were judged to be inferior.

7
Conclusion
  • Sobering findings that reinforce the view that
    safety cannot be assured simply by introducing
    the structural side of a safety management system
    only.

8
Align Structure With Culture Wanted
  • Organizations rely on a number of formal
    processes procedures to manage risk, such as,
  • The structure each of the program components
    or elements has an important contribution to make
    in terms of not only improving workplace safety,
    but also positively impacting an organization's
    safety culture.

9
  • At best, when the structure is poorly designed or
    operating ineffectively, its ability to affect
    beneficial change is compromised.
  • At worst, a poorly designed, badly implemented,
    or ill-functioning structure can have a
    destructive influence on an organization's safety
    culture.

10
  • Culture improvement is inhibited, for example,
    when
  • incident analyses create an air of mistrust
    fault-finding,
  • safety incentive programs discourage injury
    reporting ,
  • accountability processes fail to recognize
    individuals for their accomplishments,
  • performance evaluations focus on outcome number
    rather than process accomplishments.

11
  • Organizations serious about changing their safety
    culture must critically analyze modify the
    structure to be certain it fosters the desired
    Actively Caring culture.

12
Culture without Structure
13
  • if you gave a culture where everyone cares has
    the best intentions but they have no tools, or
    processes, no structure, then they will only get
    so far.
  • What brings the structure the whole system to
    life, to make them work, is the culture.
  • The culture must be appropriate for the tasks,
    hazards risks, for the organization.

14
So What is A Safety Culture?
  • It is the way we do things around here.

15
  • the product of individual and group values,
    attitudes, competencies, and patterns of
    behaviour that determine the commitment to and
    the style and proficiency of, an organizations
    health and safety programs. 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 efficacy of preventative
    measures. UK Health and Safety Commission
    (1993)

16
  • A pattern of shared basic assumptions that the
    group learned as it solved its problems of
    external adaptation internal integration, that
    has worked well enough to be considered valid and
    therefore, to be taught to new members as the
    correct way to perceive, think feel in relation
    to those problems. ( Schein 1992)

17
  • While not all behaviour patterns may be based on
    shared values, shared values undoubtedly give
    rise to patterns of behaviour. Some behaviour is
    based on biological reflex reactions, not by
    ideas values.
  • So then a safety culture - a special case of
    culture, one in which safety has a special place
    in the concerns of those who work for the
    organization. (Hopkins 2005)

18
How is that different from a Safety Climate?
  • Procedures rules that govern safety within an
    organization are at the center of a safety
    culture will serve to construct a perceived
    image of hazards, risk safety of the
    organization.
  • This image forms the safety climate, which
    outlines the perceived importance of safety how
    it is operationalized within the working
    environment.

19
Both Climate Culture are Important
  • While identifying values is an important first
    step, building these values into the fabric of
    the organization requires transforming the
    culture.
  • As we developed the implementation plan to
    address the culture, we need to consider the
    climate.
  •  

20
  • Is the current climate for safety in your
    organization very strong and favourable? It needs
    to be if you want successful culture change.
  • If it is, you may only have a limited-time
    opportunity to introduce new principles that
    could lead an organizational-wide cultural change
    initiative.

21
Dr. Dominic Cooper
  • Article Measurement of Safety Climate A
    Component Analysis, written for the Institute of
    Occupational Safety Health (IOSH) states that
    the following eleven dimensions provide the main
    focus for ascertaining an organizations current
    safety climate, each of which has been shown to
    be clearly related to an effective safety
    culture.

22
Management Commitment
  • Crucial importance of leadership commitment.
  • We need to asses if there is a discrepancy
    between the typical vision mission statements
    which state that safety is a top priority
    management actions.

23
Management Action
  • Effective manager is seen as an effective leader
    who is both caring controlling.
  • Engagement of individuals in decisions affecting
    the safety of their jobs, discussing with
    workgroups ensuring all are clear about
    responsibilities expectations, with consistent
    follow-up.

24
Personal Commitment to Safety
  • at an employee level an individuals
    identification with involvement in safety
    activities,
  • often enhanced with involvement in decision
    making processes engagement that affects safety
    in their jobs.

25
Perceived Risk Levels
  • The safety culture is partly based upon the
    perceived risk level of a particular job or task.
  • Ability to determine risks associated with
    definitions of individual - experience,
    history, training communication, amount of
    control individual feels they have,to the
    criteria they use to judge the situation.

26
What do you see?
27
The Effects of the Required Work Pace
  • The heart of the productivity safety
    conflict.
  • High demand low control

28
Beliefs about Accident Causation
  • Important element because it guides peoples
    thinking actions when trying to recognize or
    solve safety problems.

29
The effects of Job Induced Stress
  • Relates to concepts such as fatigue attention.

30
The Effectiveness of Safety Communications
  • Organizations with good cultures can be
    characterized by good safety communications
    systems that flow in all directions.

31
The Effectiveness of Emergency Procedures
  • Confidence versus panic behavior.

32
Safety Training
  • Fundamental method for attempting to effect
    self-protection against workplace hazards.

33
Status of Safety Personnel
  • Facilitator versus Safety Police.
  • Responsibilities to Safety outlined, understood,
    workable.

34
Contextual Features
  • All the above indicate an effective safety
    culture climate, however other prevailing
    features such as organizational changes,
    de-manning, job-redesign insufficient
    resourcing may affect safety as well.

35
Culture is it Values or Practices or a
Combination
  • Back to the way we do things around here this
    highlights collective practices we.
  • Carries connotation that this is the right or
    appropriate or accepted way to do things with in
    the area, organization, based on assumptions or
    values.

36
  • So how does this affect us within the safety
    topics if we just focus on behavioral systems
    that work to change values directly, how far can
    we truly get.

37
  • Can you change a persons values extremely
    difficult to practically impossible.
  • But collective practices, dependent on
    organizational characteristics like structure,
    can be influenced in more or less predicable ways
    by changing the structure or systems.

38
Example Driving / Seat Belt Use
  • Awareness?
  • Posters condemning bad driving habits encourage
    people to think differently about it
  • Gory accidents?
  • Leadership backing up a change in practice,
    then repetitive education, enforcement,
    encouragement.

39
  • Change in culture requires consistent leadership
    repetition.
  • Not a new priority that comes goes with funding
    priorities.
  • Psychology -tension when behavior is out of
    alignment with values - work to bring the two
    into alignment.

40
Culture Leadership
  •  This focus on organizational practice places the
    responsibility for culture squarely on senior
    management, for it is the leaders of an
    organization who determine how it functions, it
    is their decision making which determines in
    particular whether an organization exhibits the
    practices which go to make up a culture of
    safety.
  •  

41
True or False
  • leaders create change cultures, while managers
    administrators live within them (Schien)

42
How Then do Leaders Create Culture?
  • Leaders create cultures by what they
    systematically pay attention to from what they
    notice comment on to what they measure control,
    reward in others ways systematically deal
    with. (Schien 1992)

43
  • Too often leaders think that they can achieve
    safe operations by stating publically that safety
    comes first that no job is so important that it
    cannot be done safely, then leaving it to
    others to ensure that the organization runs
    safely while they get on with investment, company
    restricting marketing.

44
Example
  • Organization ABC has a variety of continuous
    monitoring systems.
  • One of these systems monitors production.
  • A second system monitored gases displayed the
    results on a different computer screen.

45
  • The key to changing culture is through
    leadership.
  • what they do what they dont do,
  • whether intentionally or unintentionally.
  • Leaders with the right knowledge skills can
    move the culture in desired ways do so with
    accelerated results.
  • The key is for leaders to become most effective
    though use of various tools approaches.
  •  

46
Leadership Influences Culture
  • 5 leadership Practices that will affect the
    Culture ensure extraordinary things get done,
    leaders must
  • Model the way
  • Inspire a shared vision
  • Challenge the process
  • Enable others to Act
  • Encourage the heart.

47
Model the Way
  • Translating shared values into actions deeds,
    being accountable to one another, influencing by
    example, breaking projects down into achievable
    steps so that small wins can be accomplished
    along the way.
  • Walk the walk, talk the talk,.

48
Model the Way
  • Characteristics of Modeling the Way
  • Sets a personal example of what is expected
  • Makes certain that people adhere to agreed-on
    standards
  • Follows through on promise and commitments
  • Asks for feedback on how his /her actions affect
    peoples performance
  • Builds consensus around organizations values
  • Is clear about his or her philosophy of
    leadership

49
  • What are you Modeling?
  • Clear about your principles, values, beliefs or
    definitions,
  • Talking about them, living them,.
  • Being involved taking action
  • Active monitoring inspection, job
    observations,....
  • Safety meetings communications
  • If you let someone go around a rule or a standard
    once,... then they will wonder what else they can
    forego in other areas of concern,..

50
Model the Way - How does this apply to safety
  • Find your voice
  • What are your personal safety values?
  • What are your team safety values?
  • How does it compare or fit with SGI Values?
  • Set examples
  • How will or do your set the safety example?
  • How do or will your team set the safety example?
  • How do or will SGI set the safety example?

51
Inspiring a Shared Vision
  • Means developing a common understanding of what
    the team is trying to accomplish, realizing how
    the teams efforts are aligned with larger
    organizational goals using values to guide
    future actions.

52
Inspire a Shared Vision
  • Characteristics of Inspiring a Shared Vision
  • Talks about the future trends influencing our
    work
  • Describes a compelling image of the future
  • Appeals to others to share dream of the future
  • Show others how their interest can be realized
  • Paints big picture of group aspirations
  • Speaks with conviction about meaning of work

53
Inspire a Shared Vision
  • Leaders share their vision with others need
    then to accept follow
  • Must speak their language to do this they need
    to know other peoples dream, hopes, visions,
    values, definitions

54
How does this apply to Safety?
  • Envisioning the future
  • What is your personal credo for safety?
  • How are you modelling this
  • What is your teams statement on safety?
  • What is SGIs vision for safety?
  • What do you do or are going to do to communicate
    Purpose Ignite Passion?

55
How does this apply to Safety?
  • Enlist others
  • Why is this vision benefiting all of us?
  • Why is it a good future? Why should everyone
    cooperate?
  • Who else can help us?

56
Communication
  • How is Understanding different from being
    understood?
  • Why can 93 of what we say be misunderstood?
  • 7 - Words
  • 38 - Tone of Voice
  • 55 - Body Language

57
LISTENING 5 Levels
  • Ignore
  • Pretend
  • Selective
  • Attentive
  • Emphatic

58
Challenge the Process
  • Challenging the Process entails being willing to
    take risks, exploring new alternatives,
    experimenting, learning from mistakes,
    supporting one another in these efforts

59
Challenge the Process
  • Characteristics of Challenging the Process
  • Seeks challenging opportunities to test skills
  • Challenges people to try new approaches
  • Searches outside organization for innovative ways
    to improve
  • Asks what can we learn
  • Makes certain that goals, plans milestones are
    set
  • Experiments

60
  • Leaders are never satisfied
  • with the status quo,
  • they see how much
  • better things can be.
  •  
  • Leaders inspire people
  • to a better future!

61
How this applies to Safety
  • Challenge the safety process
  • Search for opportunities
  • Allow creativity in safety
  • Engagement involvement is key
  • Rewarding 5 small safety ideas is better than 1
    big one
  • Learning from 5 small mistakes is better than
    from 1 big one
  • Admit mistakes honestly

62
Enable others to Act
  • This involves assuming an action role in setting
    goals planning projects, establishing
    cooperative objectives, sharing information
    keeping one another informed demonstrating
    mutual respect for one anothers ideas
    competencies

63
Enable others to act
  • Characteristics of engaging
  • Develops cooperative relationships
  • Actively listens to others points of view
  • Treats others with dignity respect
  • Supports decisions other people make
  • Gives people choice about how to do their work
  • Ensures that people grow in their jobs

64
Enable others to Act
  • The real test is
  • How often do you use the word
  • I or use the word we.
  • Leadership safety is a team effort

65
Attraction, recruitment, retention,
  • Past command control,
  • Present enable others, provide with
    responsibility, authority, recognition
    engagement, trust

66
Recognize when your team is ready to receive
important information or messages
  • Forming
  • Storming
  • Norming
  • Performing

67
  • There is no limit to what can be accomplished
  • if it doesnt matter who gets the credit
  • Ralph Waldo Emerson.

68
Engage others
  • ask for their ideas, comments,....
  • Connecting it is not always about what we say,
    but sometimes what others hear.
  • Open lines of communication correct perception
    enhance the Culture
  • It is what you do before, what you do,
  • that counts.
  • Unknown - Eldeen

69
How does this apply to safety?
  • Foster collaboration
  • Target and measure faces meeting faces
  • Setting the goals more important than the goals
  • Processes vs results, joint rewards

70
Strengthen others
  • Focusing on team gains
  • Player Fan Activity

71
Encouraging the Heart
  • entails feeling emotionally connected to the
    team, providing timely feedback, pointing with
    pride to team accomplishments celebrating
    together the achievement of milestones

72
Encouraging the Heart
  • Characteristics for engaging the heart
  • Praises people for job well done
  • Expresses confidence in peoples abilities
  • Creatively rewards people for their contributions
  • Recognizes people for commitment to shared values
  • Finds ways to celebrate accomplishments
  • Gives team members appreciation support.

73
How does this relate to Safety?
  • Recognize safety contribution
  • The goals are high, clear and informed
  • Catch the right things
  • Share care
  • Attractive, attainable, soon
  • Personal thoughtful
  • Review of positives
  •  

74
How does this relate to Safety?
  • Celebrate safety values victories
  • Schedule safety celebrations, not failing to fail
  • Create an award
  • Small many better than big few
  • Actively look for victories tally them.

75
Leadership is Relationships
  • Credibility is the foundation of Leadership
  • Honest
  • Competent
  • Inspiring
  • Consistent

76
Commitment, Leadership Participation
  • Senior leadership,..
  • Mid Management,..
  • Front lines,..
  • Workers,..

77
Leadership
Intent
Behaviour
Adjustment
Effect
Most people see leadership as the act of leading
others. What if it is really the act of leading
ourselves? Peter Urs Bender
78
The Importance of Telling a Story
  • How have we communicated for centuries?
  • How have we expressed values approaches
    shaped definitions?

79
Measurement of Good Health Safety Performance
from the Cultural Standpoint
  • What are some of the tools that you are using at
    the moment?

80
Safety Perception Surveys
81
A Good Reference
  • Scorecard Approach to Benchmarking Organizational
    Safety Culture in Construction
  • J. Constr. Engrg. and Mgmt., Volume 129, Issue 1,
    pp. 80-88 (January/February 2003)
  • Sherif Mohamed1 Senior Lecturer, School of
    Engineering, Griffith Univ., PMB 50 Gold Coast
    Mail Centre, Queensland 9726, Australia.

82
Active Monitoring
  • Work Observations
  • Inspections
  • Ratings

83
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