Influencing Culture by Motivating Behavior - ISNetworld · Dan Guillotte is the Safety and...
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Influencing Culture by Motivating Behavior R.J. Goodman and Dan Guillotte
Influencing Culture by Motivating Behavior - ISNetworld · Dan Guillotte is the Safety and Operations Manager for XTO Energy. Dan has worked in the field of safety for nearly 30 years
Dan Guillotte: Safety & Operations Manager R.J. Goodman: EHS & Operations Training Manager
INFLUENCING CULTURE MOTIVATING BEHAVIOR
Presenter
Presentation Notes
Dan Guillotte is the Safety and Operations Manager for XTO Energy. Dan has worked in the field of safety for nearly 30 years and has multiple years of offshore and onshore drilling and production experience. Dan is very focused on safety, but never forgets to balance of safety, operations and financial effectiveness. R.J. Goodman is the EHS & Operations Training Manager for XTO Energy. R.J. has worked in the field of safety for 13 years. He also has several years of onshore operations experience. His experience helps him realize the needs of operations, balancing theory with reality when developing and delivering EHS content and leadership training. Dan and R.J. are on a journey to help safety professionals and operational leaders develop behaviors that demonstrate safe and environmentally sensitive operations are the only way to conduct business.
December 2-3, 2014
INFLUENCING BEHAVIOR
Presenter
Presentation Notes
People and organizations value concepts, assets, finances, safety and people in a variety of different ways. Values, for the most part, take a long time to change. If values plus behavior equal culture, then if one wants to rapidly affect the culture of a worksite, and ultimately affect the performance of the site, then one must focus on behaviors. Ultimately, we are all after performance. Performance is often measured through the use of quantifiable numbers such as, rate of return on investment, amount of pipe tripped in the hole, amount of product produced, lost time injuries, days worked with no injury, etc… While these quantifiable numbers are often the focus of a lot of effort, the numbers are really only a symptom of deeper meaning. The deeper meaning that produces the results is the Culture. Culture is really what we are after. Our discussion today is about empowering each worker to own a culture that not only promotes safety, but also promotes operational and financial effectiveness. If you own the production, the costs, the safety performance, the risk, etc…. Wouldn’t you want to own the culture of the site as well?
December 2-3, 2014
IMPORTANCE OF CULTURE Cultures may vary,
but the focus should always be on Human Life & Family!
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Presentation Notes
This is a child of an XTO Energy employee. When it comes down to it, people are motivated by human life and their family. The father of this child is most likely to be motivated to work safely if himself, his supervisors, his safety professionals and everyone around him link his behaviors to what he values most, his family.
Companies who work in the same areas/regions have similar tools and equipment, worker hiring pools, environmental conditions, regulatory compliance, etc… So why is that one company succeeds in operational effectiveness, injury prevention and financial success while their peer company is struggling??? They succeed because of execution. “The biggest obstacle in performance isn’t not knowing what to do; it’s not doing what we know” (Alan Fine, You Already Know How to Be Great). How do we merge the best practices of each producer and contractor at XTO Energy and ExxonMobil? How do we develop collective cultures that are sustainable? We help people own it, help them feel the pressure by giving them control. We do it by engaging each employee and contractor in a way that ensures each person, no matter how high up or low on the food chain they may be, understands how they affect the barrels of oil produced, the mmcf of gas produced, the desired safe behaviors, the coaching of safe/unsafe behaviors, the financial effectiveness, and any other goals of the company. We don’t do it solely by issuing traditional policies, conducting traditional “talk at you not with you” safety meetings, putting behavior based safety intervention programs together that focus on quota systems, simply by having management set the expectation and talk about characteristics of honesty, integrity, power, etc… We engage each worker and ensure they are owning the risks of their operations. We give them control and then hold them accountable to what they said “they” were going to do.
December 2-3, 2014
LEADERSHIP DRIVES CULTURE
Who is driving culture
at your site?
Copy Right Erik Estes, XTO Energy
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Presentation Notes
Do you have a Safe Culture? Who or what is driving the culture? Are you driving the culture or are the work teams? The culture at your site dictates the behavior of your workforce. Supervisors have an opportunity to influence worker behavior based on the actions and behaviors they demonstrate in the field. Workers will imitate the behavior of the Supervisor…..they will look to see if the words of the Supervisor align with the actions. Supervisors establish credibility and trust with workers when the words and actions are in alignment. This makes the Supervisor’s task of continuing to influence and improve worker performance much easier. Supervisor credibility is largely determined by the Supervisor’s ability to dispense procedural justice in a way that is perceived as fair and equitable by all workers. In other words, if you condone an unsafe work behavior by virtue of failing to address the issue through an intervention or work stoppage, you own the consequences of that action. That action, positive or negative, shapes the unit’s culture. Time, effort, comfort, and peer pressure are the foremost reasons employees commit unsafe acts when they know better but don’t do better.
December 2-3, 2014
WORKER PERCEPTION OF CULTURE Three Factors Affecting Culture
• Relationships between the worker and you
• Relationships between the worker and their co-workers (peer pressure)
• Worker’s beliefs about your commitment to safety
Copy Right Erik Estes, XTO Energy
Presenter
Presentation Notes
The workers perception of culture drives behavior Who is establishing your culture? If you are expected to “own the risk of your operations,” don’t you want to own the culture? Peer pressure is an effective way to influence culture. Example: In the late 1970’s researchers were trying to figure out how to get kids who would not eat vegetables to choose to eat vegetables. Coercion, prizes, praise, etc… all failed. Guess what worked – peer pressure. Put the pea hater with a group of pea lovers and within no time the pea hater was eating peas.
December 2-3, 2014
127 TOTAL INCIDENTS
RISK TOLERANCE OTHER HAZARD
RECOGNITION
2012 January – 2014 August| PHL ≥ 3
HAZARD RECOGNITION & RISK TOLERANCE
Presenter
Presentation Notes
The chart represents 34 months of data. The data was mined from the XTO Energy incident data base. Over the past two years, XTO has focused on actual severity and potential severity of incidents. When reviewing the investigation findings, we analyze the data, looking for indications that the worker did or did not recognize the hazard(s) (Hazard Recognition), and if they did, whether or not he/she continue work anyway (Risk Tolerance). Based upon our analysis, we feel that in about 64% of the incidents, people recognized the hazard(s) but chose to tolerate risk. Why do people behave in this manner? What should we do to fix the problem of risk tolerance? Retrain?, Pep Talks?, Punish?..... Risk tolerance is not an ability issue. It is a motivation issue that must be fixed by personal experience, vicarious stories and ownership of the task at hand. It is also fixed by placing social pressure using peers and supervisors to help everyone know that tolerating certain risks is unacceptable.
ESS # Division Midstream Location Fort Worth
Smith B5H
Date
Hurt Severity Actual Potential
Level 0 Level 4
INCIDENT SUMMARY WHAT HAPPENED? Employee was performing routine meter tube inspection. He closed the upstream and downstream ball valves, completed his lockout/tagout and blew down the meter run. Employee left meter run for a few minutes to instruct compressor operator to shut down the compressor on location.
He returned to the meter run, and as he was removing the sample probe out of the 3 inch line, it blew out, sending the probe up in the air striking the employee’s hardhat.
FACTS & FINDINGS RECOMMENDATIONS
1. Employee had become distracted while speaking with compressor mechanic.
2. Employee heard slight hissing noise (isolation valve was leaking)
3. Salt clogged he nipple valve which did not allow for complete/continued depressurization.
4. Employee did not check the static pressure on the meter.
5. Two blowdowns were present on the meter tube, only one blowdown was utilized.
1. When work is disrupted, always reassure that there is no pressure.
2. Always determine the location and cause of any hissing noises.
3. Visually inspect all pressure indicated devices to ensure that the equipment has been fully released of energy.
4. Utilize all blowdown locations to ensure trapped pressure is not present.
Sample Probe
Presenter
Presentation Notes
Meet Jason Hughes. At the time of this near miss, Jason had worked for XTO Energy for about 18 months. Read the alert. How could you use this alert? Traditional ways are to read over it in a safety meeting and then post it on a bulletin board. The reality is we often use pep talks, formal and informal safety meetings/discussions, safety alerts, gory pictures, verbal persuasion, policies, procedures, threats of punishment, etc… to change peoples behaviors. While these tactics have some effect, they often do not achieve what we most desire - personal ownership of jobsite safety. So how do we develop ownership of behavior? Let’s leave the cold, non-emotional safety alert and go on a vicarious experience with Jason as he tells his story in the video on the next slide:
December 2-3, 2014
MOTIVATING THROUGH STORIES
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Presentation Notes
What is the difference between the alert and the emotional story? The emotional connection. Jason helps each one of us realize why we are working…. Family. Social science teaches that the use of a technique called verbal persuasion is not effective. In fact, people often times question the sincerity of verbal persuasion when persistent and resistant problems are addressed using verbal persuasion. A more effective way to motivate people is to ask questions and tell emotional stories, stories just like Jason told. Do you think the alert or the story is more motivating to verify energy isolation prior to breaking containment? I’d go with the story.
December 2-3, 2014
USE INFLUENCE BREAK THROUGH
Presenter
Presentation Notes
It is time to break through the ineffective traditions of safety and use social science to our advantage. Traditions where the safety representative writes the policies, trains on the policies, ensures all personnel are in compliance with regulations, polices the efforts to abide by policy and regulation, and owns the safety program are ineffective and fly in the face of social science. There is a way for the line organization to own safety and for the full-time safety representative to coach, support, advise, and develop content that supports the specific aspects of the operation. XTO Energy’s Barnett Gathering Company has completely changed the way they conduct safety in the field and at meetings. Each work group within this Mid-Stream organization is assigned a month to discuss the operation they oversee. They are not assigned a topic – the choice is left up to them. The Foreman of the work group then asks his people what they are most concerned about. Based upon the concerns, the group begins to determine what stories and experiences they can use to teach their fellow workers that know little to nothing about what the work group does. It is amazing to see how many times safety messages of energy isolation, defensive driving, crane use, hot work, PPE, etc. are woven into the conversation naturally. Example: Measurement teaches about calibrating meters and properly isolating energy. This helps the compressor mechanics better understand how they effect the measurement group and understand the expectation of energy isolation. It also helps the pipeline maintenance group understand why measurement is opening and closing valves so often and to be on the look out for locks and tags. Together, all work groups learn about how they impact one another. Their peers are doing the teaching, using personal stories and experiences to illustrate their points. They are not board to death, sitting in a meeting they have heard before, listening to the safety person tell them about something they already know. People in these meetings feel social pressure to do the job the correct way. Safety and Operations become conjoined rather than exclusive of one another. Barnett Gathering is practicing safety leadership and the results are phenomenal. Their two safety representatives are able to coach, assist and enable positive behaviors rather than enable undesired behaviors where the safety persons owns most of the safety program and results.
December 2-3, 2014
LENARD CRABB
Presenter
Presentation Notes
It is time to break through the ineffective traditions of safety and use social science to our advantage - tell stories, give vicarious experiences, motivate people.
December 2-3, 2014
SUMMARY
Storytelling
Coaching
Run The Experiment
Presenter
Presentation Notes
Keep the traditions that are working, push aside the traditions that are not leading to desired results. Use personal experiences and stories to motivate people to behave differently. Help people connect emotionally to the entire picture of success: safety, operations and finance. Coach oilfield workers in the same way football, soccer, baseball, etc. coaches coach. Praise when things are done right and caringly correct when things are done incorrect. Make everyone feel the ownership to coach each other concerning positive and negative behaviors. Give control so people can feel the pressure of performing, but not stressed. Don’t be afraid to RUN THE EXPERIMENT!
