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© 2010 The RAD Group, L.L.C.© 2012 The RAD Group, L.L.C.
A Practical Guide to Sustainably ChangingUnsafe Operations
®
© 2011, The RAD Group LLC
Agenda
• Safety, Complex Systems & Intervention
•Cross-Industry Study of Intervention
• SafetyCompass Training
®
Hazards are part of our work environments.
Measures are taken to keep hazards from resulting in incidents.
SAFETY, COMPLEXITY & INTERVENTION
Mechanical Safeguards:‣ Barriers against incident/injury
Procedural Safeguards:‣ Guidelines for reducing exposure
SAFETY, COMPLEXITY & INTERVENTION
Our workplaces are…‣ Dynamic‣ Complex
Mechanical & procedural safeguards are…‣ Static‣ Slow to Adapt/Change
SAFETY, COMPLEXITY & INTERVENTION
We need an additional solution that is…‣ Ubiquitous (present throughout the system)‣ Reactive‣ Adaptive
SAFETY, COMPLEXITY & INTERVENTION
Direct human intervention can be…‣ Ubiquitous (present throughout the system)‣ Reactive‣ Adaptive
SAFETY, COMPLEXITY & INTERVENTION
Employees intervene about 39% of the
time they see others doing something
unsafe.
39%61%
InterveneDo Not Intervene
The Problem:
SAFETY, COMPLEXITY & INTERVENTION
Why do we not speak up?
INTERVENTION: WHY WE DON’T SPEAK UP
“Because it would not make a difference.”
When asked why they don’t intervene, 25% said. . .
INTERVENTION: WHY WE DON’T SPEAK UP
When asked why they don’t intervene, 19% said. . .
“Because the other person would become defensive or angry.”
INTERVENTION: WHY WE DON’T SPEAK UP
Three Failed ApproachesCharmBe so nice that the person is suckered into being safe.
PushForce the person to be safe despite himself.‣Attack, Criticize, Yell, Manipulate
RetreatYou can’t change the person, so why risk an argument?
INTERVENTION: WHY WE DON’T SPEAK UP
Charm
INTERVENTION: WHY WE DON’T SPEAK UP
INTERVENTION: WHY WE DON’T SPEAK UP
Employees immediately change their behavior about 79% of the time someone intervenes in their unsafe act.
INTERVENTION: WHY WE DON’T SPEAK UP
Employees sustainably change their behavior about 48% of the time someone intervenes in their unsafe act.
INTERVENTION: WHY WE DON’T SPEAK UP
“Intervening often does not make a difference.”
In other words,
INTERVENTION: WHY WE DON’T SPEAK UP
Push
INTERVENTION: WHY WE DON’T SPEAK UP
INTERVENTION: WHY WE DON’T SPEAK UP
27%73%
Become DefensiveDo Not Become Defensive
Employees become defensive 1 out of every 4 times that someone stops their unsafe act and talks with them about it.
INTERVENTION: WHY WE DON’T SPEAK UP
16%84%
Become AngryDo Not Become Angry
Employees become angry 1 out of every 6 times that someone stops their unsafe act and talks with them about it.
INTERVENTION: WHY WE DON’T SPEAK UP
In other words,
“The other person often becomes defensive or angry.”
INTERVENTION: WHY WE DON’T SPEAK UP
Retreat
INTERVENTION: WHY WE DON’T SPEAK UP
INTERVENTION: WHY WE DON’T SPEAK UP
INTERVENTION: WHY WE DON’T SPEAK UP
We don’t speak up because we struggle to do so effectively.
TM
© 2012, The RAD Group LLC
Ensure the Fix
4Stop
1Find a Fix
3Ask
2
Each module provides:‣ Conceptual Framework
‣ Skills-based Process
‣ Skills Application (“Practice”)
TRAINING OUTLINE
TRAINING OUTLINE
Each module provides:‣ Conceptual Framework
‣ Skills-based Process
‣ Skills Application (“Practice”)
S T O P 1
When I See Something I Say Something
The Purpose
Engage the person at the right time, about the right issue, in the right way to remove the safety risk.
STOP
The PitfallsTake a wrong step and you might fail to stop the unsafe behavior . . . or worse, fail and end up in an argument.
‣ DEFENSIVENESS
‣ BLAME
‣ WRONG PROBLEM
‣ BAD TIMING
STOP
The PitfallsTake a wrong step and you might fail to stop the unsafe behavior . . . or worse, fail and end up in an argument.
‣ DEFENSIVENESS
‣ BLAME
‣ WRONG PROBLEM
‣ BAD TIMING
STOP
Defense 101:
We are predisposed to protect our . . .‣ Bodies (physical attack)‣ Property (theft)‣ Dignity (personal criticism)‣ Reputation (public ridicule)
STOP
Defense 101:
We are predisposed to protect our . . .‣ Bodies (physical attack)‣ Property (theft)‣ Dignity (personal criticism)‣ Reputation (public ridicule)
STOP
STOP
STOP
Blame 101:
“The Fundamental Attribution Error”When others do something wrong or bad, we jump to a conclusion.
“They are lazy, careless, reckless, stupid. . . have no respect for others.”
STOP
Blame 101:
When asked why the people they work with do things that are unsafe, more than 80% said,
“Because they don’t want to make the extra effort to do the job the safe way.”
STOP
Blame 101:
When asked about themselves, only about 4% said,
“Because I don’t want to make the extra effort to do the job the safe way.”
STOP
Four SkillsLearn four skills to stop unsafe actions and avoid pitfalls.‣ Remove the Risk‣ State the Problem‣ Stick to the Facts‣ Use a Do/Don’t Statement
STOP
A S K 2
Learn the Real Reason
After you Stop the person to remove the risk, it is vital that you find out why the person was being unsafe.
ASK
The Purpose
Uncover the REAL reason(s) behind unsafe behavior so that it can be changed for good.
ASK
The ProcessAsk the person the right way to learn the real reason(s) behind the unsafe behavior.
Before learning the skills, let’s address the basics:
‣ When‣ What to Look for‣ How to Ask
ASK
The ProcessAsk the person the right way to learn the real reason(s) behind the unsafe behavior.
Before learning the skills, let’s address the basics:
‣ When‣ What to Look for‣ How to Ask
ASK
What to Look for: When people do stupid things
ASK
What to Look for: When people do stupid things
ASK
It Makes Sense (from the inside)What looks crazy, evil or stupid from the outside makes a lot of sense from inside the person’s context.
ASK
“Local Rationality”The factors that are most obvious, pressing and significant from one person’s point of view aren’t necessarily obvious, pressing or significant from another person’s point of view.
But this set of factors determines what makes sense and what doesn’t.
ASK
Context Is EverythingYour context determines what actions make sense and what actions don’t.T h e s e c o n d p a r t o f t h e intervention - Ask - is about learning why it makes sense to the person to do something unsafe.
Context
ASK
If you don’t understand the person’s context, you won’t understand why the person did something unsafe.
ASK
If you don’t understand why, you will not be able to Find a Fix for the REAL reason(s) the person was being unsafe.
If you don’t understand the person’s context, you won’t understand why the person did something unsafe.
ASK
If you don’t understand why, you will not be able to Find a Fix for the REAL reason(s) the person was being unsafe.
If you don’t understand the person’s context, you won’t understand why the person did something unsafe.
If you can’t Find a Fix that works, you will not create lasting safety.
ASK
SelfSelf: Personal Factors
Motivation: Does or Doesn’t Care
Ability: Can or Can’t
Knowledge: Does or Doesn’t Know How; Is or Isn’t Aware
Habits: On “Auto Pilot”
Attention: “Blind” to the Hazard
ASK
ASK
ASK
ASK
Others: Social Factors
Others do and say things that produce unsafe behavior.
Help: Make It Easy or Hard
Pressure: Peer-Pressure & Authority
Modeling: Behaviors Seem Normal
OthersSelf
ASK
ASK
ASK
Places & things can lead to unsafe behavior.
Equipment: Tools & Other Things
Climate: Temperature, Light, Wind, Etc.
Layout: Where Things Are Located
SurroundingsOthers
Self
Surroundings: Environmental Factors
ASK
ASK
Organizations can put systems into place that lead to unsafe behavior.
Rules: Company, Customer & Industry Requirements
Rewards/Punishments: “Carrots & Sticks”
Procedures: How & When It Is Supposed to Be Done
Systems: Organizational FactorsSystemsSurroundings
Others
Self
ASK
When you see someone do something unsafe, it’s your cue to get curious:
“What am I not aware of that’s driving their unsafe behavior?”
It Makes Sense (from the inside)
ASK
Four SkillsLearn four skills to uncover the real reason(s) behind others’ unsafe behavior.‣ Don’t Guess‣ Ask Opening Questions‣ Ask Drill Down Questions‣ Listen Completely
ASK
Four SkillsLearn four skills to uncover the real reason(s) behind others’ unsafe behavior.‣ Don’t Guess‣ Ask Opening Questions‣ Ask Drill Down Questions‣ Listen Completely
ASK
ASK
“Lack of motivation” is rarely the fundamenta l problem dr iv ing someone ’s unsafe behavior.
There is usually some other f a c t o r t h a t d i m i n i s h e s motivation.
What do you hate to do?
F I N D A F I X 3
Find a Fix for the Real Reason
The Purpose
Find a way to sustainably change the unsafe behavior by fixing the real reasons behind it.
FIND A FIX
Three SkillsLearn three skills to Find a Fix for the real reason(s) behind unsafe behavior.
Motivate‣ Bring Consequences to Life‣ Connect to Self-RespectFacilitate‣ Invite Ideas
FIND A FIX
What If You Can’t Fix It?That doesn’t mean you let it go unresolved!
Your responsibility is to make sure the people who can fix it know that they need to fix it.
FIND A FIX
Systems
Surroundings
Others
Self StopAskFind a Fix
FIND A FIX
Systems
Surroundings
Others
Self
Leadership
StopAskFind a Fix
FIND A FIX
Systems
Surroundings
Others
Self
F I X
Leadership
StopAskFind a Fix
FIND A FIX
ENSURE THE FIX 4
Keep an Eye on Improvement
The Purpose
Make sure the unsafe behavior or condition is fixed and stays fixed.
ENSURE THE FIX
Incident Rate65% reduction in TRIR*
* Avg of 12 months prior as compared to avg of 7 months following initiation of program.
CASE STUDY: Land Drilling
Severity Rate89% reduction in Severity Rate*
* Avg of 12 months prior as compared to avg of 7 months following initiation of program.
CASE STUDY: Land Drilling
© 2010 The RAD Group, L.L.C.© 2012 The RAD Group, L.L.C.
®
More Information
“A Study of Safety Intervention: The Causes and Consequences of Employees’ Silence,” EHS Today, June 2011. (article link)
“Study: Employees intervene in only 2 of 5 observed unsafe acts,” Drilling
Contractor Magazine, Jan/Feb 2011. (article link)
http://www.theradgroup.com/safetycompass