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The Crucial Role of Leadership in Fatality Prevention:. How leadership shapes culture in support of safety. Thomas R. Krause, Ph.D. Chairman of the Board BST. Central Questions. What motivates the senior leader’s interest in fatality prevention? - PowerPoint PPT Presentation
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
www.bstsolutions.com
The Crucial Role of Leadership in
Fatality Prevention:
How leadership shapes culture in support of safety
Thomas R. Krause, Ph.D.Chairman of the Board
BST
www.bstsolutions.com
©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Central QuestionsCentral Questions• What motivates the senior leader’s interest in What motivates the senior leader’s interest in
fatality prevention?fatality prevention?
• What is the relationship between fatal injuries What is the relationship between fatal injuries and less serious injuries?and less serious injuries?
• If we improve safety generally will we reduce If we improve safety generally will we reduce fatal injuries?fatal injuries?
• How are leadership and culture related to How are leadership and culture related to fatality prevention?fatality prevention?
• What is the senior leader’s role in the What is the senior leader’s role in the prevention of fatalities?prevention of fatalities?
www.bstsolutions.com
©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Working Interface
Worker
Facilities and Equipment
Procedures
Safety Enabling Elements
Hazardrecognition & Mitigation
Skills, Knowledge, & Training
Policies & Standards
Exposure reduction mechanisms
Organizational Sustaining Systems
Selection & Development
Structure
Performance management
Rewards & Recognition
OrganizationalCulture
LeadershipBlueprint forSafety Transformation
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Safety Leadership Model
Personality and Values,Ethical and Emotional
Commitment
www.bstsolutions.com
©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
www.bstsolutions.com
©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Measurable Attributes of Organizational Culture
Organizational Factor1. PJ Procedural Justice2. LMX Leader-Member
Exchange3. MC Management
Credibility4. POS Perceived
Organizational Support
Team Factor5. TW Teamwork6. WGR Work Group
Relations
Ethics and or Safety Specific Factor
7. C Safe and or Ethical Climate
8. UC Upward Communications
9. AO Approaching Others
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Performance Variables Predicted by the OCDI Diagnostic
1. Job performance
2. Salary progression
3. Career satisfaction
4. Follower performance
5. Frequency of safety-related mishaps
6. Intention to quit
7. Commitment to theorganization
8. Organizational-citizenship behavior
9. Absenteeism
10. Job satisfaction
11. Ethical performance
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
LeadershipBest Practices
Vision
Credibility
Communication
Collaboration
Action Orientation
Feedback & Recognition
Accountability
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Transformational
Leadership
Challenging
Engaging
Inspiring
Influencing
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Big Five
Emotional resilience
Learning orientation
Conscientiousness
Collegiality
Extroversion
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Leadership Style Predicts Best Practices
19
60
81
0
20
40
60
80
100
<33 33 to 66 >66
Pra
ctic
esP
erce
ntile
Sco
res
Percentile Scores
Leadership Style
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Best Practices Predict Culture
2938
74
0
20
40
60
80
100
<33 33 to 66 >66
Practices
Cu
ltu
re
Percentile Scores
Per
cent
ile S
core
s
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
The Senior-Most Leaders' Best Practices Predict Culture
28
58
<=66 >66Practices
PracticesPercentile Scores
Cu
ltu
reP
erce
ntile
Sco
res
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Culture Predicts Safety Outcomes
Percentile Scores
8.5
5.8
4.3
0
2
4
6
8
10
<33 33 to 66 >66
Culture
Inju
ry R
ate
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Higher OCDI Scores Predict Lower Occupational Injury Rates for Clients with Occupational Injury Rates Less than 3.0
2.2
1.5
1.1
Bottom Third Middle Third Top Third
OCDI Aggregate Scores
Ave
rag
e O
ccu
pat
ion
al I
nju
ry R
ate
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Fatalities are a primary issue
Visibility may be limited to numbers
Leading indicators are valued but rarely present
Cost is not usually the issue
The strongest motive is broad culture change
Resource availability is tied to perception of competence
The perspective of the senior executive leader
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Safety means my well being. It is personal.
Interest level is high
Frustration with “programs” and inconsistencies
Results are visible evidence not numbers
The Perspective of the Front- Line Employee
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Looking out for my folks
Large variation across employees
Confidence regarding skill level
Skill level is critically important: vision, credibility, collaboration, communication, action orientation, providing feedback, accountability
The Perspective of the First-Line Supervisor
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Depends on size of location
Fatality exposure is an issue
Numbers are frustrating to small facility managers
Leading indicators are sorely needed
The Perspective of the Facility Manager
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
The Safety PyramidA valid generalization whichA valid generalization which
obscures important relationshipsobscures important relationships
Fatalities
Lost-Time Accidents
Recordable Injuries
*
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©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
Summary Points • Fatality prevention is our most important task• It is a noble calling that unites all constituencies• It brings our best tools and concepts together• It is the responsibility, the ethical obligation of
leadership at all levels
©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization.It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.
www.bstsolutions.com
The Crucial Role of Leadership in
Fatality Prevention:
How leadership shapes culture in support of safety
Thomas R. Krause, Ph.D.Chairman of the Board
BST