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Creating a Positive Safety Culture
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PurposePurpose
Show that safety improvement work is as much about developing a productive culture as it is about using the right safety tools and initiatives
Give an example of leadership work and the impact on safety performance
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What do you see here?What do you see here?
As an aside, the behaviour is
rational; BUT NOT excusable.
I see the standards set by the leadership.
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Which box dominates?Which box dominates?
Reward systems, measures, perceived requirement to
rush, lack of accountability and consequences, follow
my leader
Training, shift pattern, poor task assignment/SOP, poor risk assessment process.
Wilful negligence.Personal issues eg fatigue, language problem.
Error
Violation
One person
(special cause)
Most people
(common cause)
Systems induced behaviour Systems encouraged
behaviour
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LeadershipLeadership
Leadership is recognized when it is either good or bad.
Leadership theories – often identify behavioural characteristics such as charisma, vision or courage.
However, leaders have real work to do. –This work involves the creation of a productive
culture “by what they systematically pay attention to.” (Edward Schein)
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Culture or What happens when Miss Crutchfield goes home?Culture or What happens when Miss Crutchfield goes home?
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What is Culture?What is Culture?
…Dignifying
…
…Fair…
…Honest…
…Trustworthy
…
A group of people share mental models or mythologies (Ian Macdonald)
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Understand how team members perceive themselves and each other.
Understand how team members perceive the organisation and the leader.
Understand what behaviours are driven by the organisational systems.
Predict how team members will interpret change.
Good leaders can “put themselves into other people’s shoes”
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What people might sayWhat people might say
Unproductive culture “Production comes first”• “We cut corners to get
production” • “Work is dangerous;
injuries are inevitable.” • ”They don’t care about
safety, you never hear about incident investigations”
• You never see the leadership out here.
Productive culture• “My leader really cares. S/he
listens to my concerns and follows up on issues.”
• “We are actively involved in safety improvement work. My boss supports this 100%.”
• “You know where you stand on safety rules. My manager is firm, but fair.”
• “I am personally given the authority to address safety issues and concerns.”
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The safety tool boxThe safety tool box
Incident
investigation
Risk assessment
Safe
ty
obse
rvat
ions
Major hazard
assessment Bow tie
diagrams
Safety shares
Peer to peer
No trust
No respect
Dishonest
Unfair
Cowardly
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Incident
investigation
Risk assessment
Safe
ty
obse
rvat
ions
Major hazard
assessment Bow tie
diagrams
Safety shares
Peer to peer
Trustworthy
Respectful
Honesty
Fair
Courageous
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Culture change (Ian Macdonald)Culture change (Ian Macdonald)
Existing Culture:
Described in terms of people’s
mythologies about
themselves, their work,
the organisation,
& their Leader
Desired Culture:
Described in terms of how you would like
people to behave and to
view these things …
& their Leader
Start Goal
Behaviour What I do and say
SystemsThe way we do things
SymbolsNon-verbal messages
Dissonance
If there is no contradiction between what people expect and what happens (i.e. no dissonance) there will be no change in culture
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Mythologies at site A – one exampleMythologies at site A – one example
A felt lack of appreciation for work done and recognition of achievement was a common theme.– “no one has courage to give honest feedback”,– “not enough individual recognition,” – “only remembered for stuff that went wrong,” – “it’s a way of keeping budgets down ‘cos if I’m a 7 and
there’s not enough money then they make me a 5,” – “ if someone has the knife out for you then you are
done,” – “based on plant performance not individual,” – “not much feedback, no recognition of performance, goal
posts keep changing,” – “supervisor does not know what I do or my job
description”
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System change - Performance Review Redesign Team Room
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Leadership work impactLeadership work impact Leadership work
started in 2004 Leadership training Systems changes
included:– Performance review– Job grades & Pay
linkages– Role descriptions– Housekeeping– Car park resurfacing– Uniforms– Leaders on the shop
floor
2003 2004 2005 2006 20070
0.5
1
1.5
2
2.5
3
3.5
4
4.5All Injury Frequency Rate
by Year
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Change requires good social processChange requires good social process
Safety tools(Technical)
People process(Social)
ImprovementNecessary but not sufficient
“When human beings are part of the solution, a technical solution is no solution at
all” Brig R Macdonald
+
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Leadership and culture
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