2015 Indiana Safety and Health Conference & Expo Indiana ...insafetyconf.com/media/PDF/safety_conf_2015/materials/Knowles.pdf · 2015 Indiana Safety and Health Conference & Expo Indiana

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Richard N. Knowles, Ph.D.

www.safetyexcellenceforbusiness.com

2/23/2015(C) Richard N Knowles, Ph.D.

www.safetyexcellenceforbusiness.com1

2015 Indiana Safety and Health Conference & Expo

Indiana Convention CenterMarch 16-18, 2015

The Safety Leadership Process™The Leading Edge to Total

Business Excellence

Partner-Centered SafetyPeople Pulling for Safety

Richard N. Knowles, Ph.D.



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Partner-Centered Safety

• Working with people.

• The gift of discretionary energy





Belle Plant TRC Rate by Year

0.470.230.230.210.210.32

6.987.57

8.86

5.86

2.95

1.10.74

0.850.260.37 00.42 0.350.360.12 0 0 0.34

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Year

TR

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TRCRate

2006

The Results are a Function of the Leadership ProcessesPartnering

LWC LWC3157 Days(16.5 Million Exposure Hours)

3831 Days

(1/31/07)

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Proven and Robust!

• Hundreds of successful workshops in all sorts of businesses and functions.US, Australia, New Zealand, China, Canada, Italy, Malaysia, UK

Earnings+300%

Productivity+45%

Emissions‐87%

Other Examples

• New Zealand Steel, Auckland

• CSR Invicta Sugar Mill, Ayr, Australia

• Weir Multiflo, Coulum Beach, Australia

• Weir SPM, Fort Worth, TX

• Through Partner-Centered Safety

Sustainable Levels of Excellence



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You Can Lead The Path to Excellence

• You are knowledgeable.

• You are professionals.

• You have access to many people and parts of the organization.

• You understand what it takes for people to work safely.

• You have power and influence.



You Know

• Safety Excellence Requires;

–Strong leadership/ support

–Partnering with the people

–Strong safety culture



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You Know

• We need a strong safety systems approach

–Oneness of purpose

–Interdependence of many elements

–Structure and organization

–Best possible decisions





You Know Safety Interacting Complex Systems

Occupational Safety• Acute; Slips, Trips, Falls• Deaths• PPE, TrainingAve. Cost of OSHA Recordable • ~$50,000/personManaged by people close

to the work.Leading Indicator• Safe Acts Index• Near Misses

O. S.

Occupational Health• Long-term• Low levels of exposure• ErgonomicsChronic exposures to many people• Asbestos• Lead• Carpel tunnelHigh Costs/many people; >$ millionsManaged by people close to thework + health experts & researchersLeading indicator-weak signals(inside & outside) & changes in laws,NIOSH, USW

O. H.

Process SafetyAcute• Spills• Releases • ExplosionsChronic• Ground water-C-8s• Air-BenzeneVery high costs• Many injuries• Deaths• Much distruction• $ Millions to billions

Managed by people close to the work + engineers, chemists,researchers, AIChELeading indicators• Near Misses• Adherence to standards

• Timelines• Schedules• Backlogs• Inspections

P. S.

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Everything is Constantly Changing

• Aspects of every job are complex & ambiguous.– The training courses don’t quite fit the situation.– The people around them have various views and

ideas.– The environment keeps changing.

• Every situation is dynamical.• We depend on everyone making the best

possible decisions so that the work is done safety and effectively.



Excellence in SafetyRequires the Best Decision Making

• People need to co-create their Strategic Safety Plan™ seeing & understanding… – The Whole Picture & their role in it,– The Parts,– The Interaction of the Parts, &– Have agreements of

• Trust & Interdependence• Support, asking for help• Helping each other, listening, caring• Open flow of information



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So Why Is It So Hard To ReachSafety Excellence?

• Leadership Processes are often weak & counterproductive.

– Driving, pushing, harsh behavioral processes, punishment, training, record keeping, most safety meetings, most audits, etc. do not get you beyond compliance.

– Management lip service, lack of money, excessive record keeping, pencil-whipping, etc. are barriers.

– Speaking up and sharing information can get you into trouble.



Weak Leadership Leads to Disengaged People

• Cost the as much as ~$ 350 Billion/yr.

• Low morale

• Bullying

• Interfere with information flows

• High Absenteeism & turnover

• Waste time and resources



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You Can Fill this Gap

• You are often with the people, and they know and trust you.


• You know the safety rules.

• You can listen to the people and learn together.

• You can talk with the people and help them to make the right safety decisions.





The Three Big Safety Mistakes Many Managers Make

Production FirstNormalization of DriftStructural & Cultural Blocks

to Communication

Challenger, Bhopal, Deepwater Horizon,Chernobyl, First Chemical (WV)

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The Production First Mindset

• We have to get the product out now, but do it safely.

• Do it quicker, and cheaper.

• We have to meet the sales schedules.

• We can’t miss a shipment

• We’ll schedule the maintenance when it is convenient.

• But we can overcome the pressure with trust, openness, lots of feedback and listening.



Normalization of DriftContinuous Improvement and Drift

• We want continuous improvement, that is carefully thought out, discussed and documented.

• But,– People look for easier, quicker ways to do their work.

– Unguided efforts to make improvements lead to drift; a little “improvement” here, another there…..disaster.

– This can be quite subtle.



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Structural Blocks to CommunicationThe Traditional Organizational

Structure• The Fundamentals

– Specialization provides

regulation.

– Control and coordination are

in the level above.

• Results in horizontal & vertical barriers.



The Traditional Organizational Structure

• Information– Only up the silos

– Quality is lost

– Time is lost

• Decisions– Only down the silos

– Clarity is lost

– Untimely



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• People are disempowered from doing stuff and taking responsibility.

• They lose sight of the outside world.

• The customer is outside-not up.




• Decision makers need:– Technical competency

– Social competency

– Access to information

– Freedom to act

• It’s rare for the bottom of the silos to have all this.



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Cultural Barriers • People do not ask for your opinion.• Messengers get “shot”.• Management does not want bad news; the boss

doesn’t listen.• “The Tall Poppy Syndrome”.• Mind your own business.• Bullying• Don’t want to look like a suck.• Keep your mouth shut.



Break the Communications Barriers



• Open, free-flow of information• Build trust and interdependence• Work with the people to co-create

your shared future.

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You can make the difference!









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• Use the Safety Leadership Process™.

• You can shift the culture towards better decision-making and safety excellence.

• Building trust and opening up the flow of information are critical!





SafetyInteracting Complex Systems

Occupational Safety• Acute; Slips, Trips, Falls• Deaths• PPE, TrainingAve. Cost of OSHA Recordable • ~$50,000/personManaged by people close

to the work.Leading Indicator• Safe Acts Index• Near Misses

O. S.

Occupational Health• Long-term• Low levels of exposure• ErgonomicsChronic exposures to many people• Asbestos• Lead• Carpel tunnelHigh Costs/many people; >$millionsManaged by people close to thework + health experts & researchersLeading indicator-weak signals(inside & outside) & changes in laws,NIOSH, USW

O. H.

Process SafetyAcute• Spills• Releases • ExplosionsChronic• Ground water-C-8s• Air-BenzeneVery high costs• Many injuries• Deaths• Much distruction• $ Millions to billions

Managed by people close to the work + engineers, chemists,researchers, AIChELeading indicators• Near Misses• Adherence to standards

• Timelines• Schedules• Backlogs• Inspections

P. S.

TheSafety Leadership

Process™

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Partner-Centered Safety

• Traditionally we talk at the people.– There are lots of negative assumptions about:

• Their interest in their work• Their motivation• How smart they are• Their attitudes

• Yet, none of us can see every part of the picture!

• So, building on your SHE foundations, partnering with the people changes everything!



The Safety Leadership Process™



Sharing All Information

Building Trust & Interdependence

Co-Creating the Strategic Safety Plan

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The Safety Leadership Process™Four Interacting Circles of Excellence



(Clarity, Coherence,Principles & Standards

Building the BOWL)

Starting at SHE ComplianceUsing the Process Enneagram©

Co-Creating the Strategic Safety Plan™

Building Trust,Interdependence & Openness

Best possible decisions Moving to Excellence

Everyone Pulling TogetherContinuous Improvement

Partnering with the People Walking, Looking, Talking,Listening, Sharing, Learning.

Fixing Problems,Building Together,

BecomingLeaderful

Open engagementCourageCareConcernCommitmentFeedbackA New Way of Being

The BOWL ProvidesOrder & Freedom

Note: R. N. Knowles,Partnering for Safety and Business Excellence 2012ISBN 978-0-9721204-1-8

The BowlControl shifts from edicts to building the Bowl.



Freedom to Learn, Grow,Experiment.

Vision• Sustainable future

• Economically• Socially• Environmentally

Mission• Be the best

• Safety• Quality• Costs• Customer service• HR• Public Image

Principles• Share information• Build trust• Develop meaning• Standards of Performance &

Behavior

Standards• Safety• Quality• Costs• Customer service• HR• Public Image

Expectations• Performance• Metrics

Order & Focus

The “Soft” Stuff The ”Hard” Stuff

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Rapid, Effective, SustainableProven & Robust



12/18/14 (C) Richard N Knowles & Associates, Inc

Earning +300%

Produc vity +45%

Emissions ‐87%

John Kotter 1. Create Urgency 2. Form Powerful Coalition 3. Create a Vision for Change 4. Communicate Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in the Culture Leading Change, 1995

Richard Knowles The Safety Leadership Process™ Move to Teams, Total Involvement Chaos, Complexity, CAS, CRP Process Enneagram Deeply Shared Values BOWL (Freedom & Order) Free Flow of Information Building Trust and Interdependence Walking the Plant; 5 Hrs./day Leaderfulness Developing

5 Different Plant Managers • Methyl chloride,

2,000# • Oleum, 22# • Doug Fish, Death Phosgene January 22-23, 2010

Top-Down Partner-Centered Safety Drifted Back to Top-Down



Proven and Robust!

• Hundreds of successful workshops in all sorts of businesses and functions.US, Australia, New Zealand, China, Canada, Italy, Malaysia, UK

Earnings+300%

Productivity+45%

Emissions‐87%

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You Can Do This

• Go into your workplaces.• Talk person-to-person with the people sharing

safety and business information. • Listen & answer their questions.• Ask for their ideas and suggestions.• Strengthen the decision-making process.• Build trust & interdependence• Encourage them to take the lead in developing

and implementing (if appropriate) their ideas.



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Why This Works

• The right approach…complex systems

• The right tools…tools of complexity

• The right process…partnering & involvement

• The right reasons…achieve safety and business excellence

• The right purpose…build sustainable excellence.



The Payoff

• Decision-Making gets much better.

• Watch leaderfulness and excellence develop.

• Safety performance improves quickly.

• Earnings show improvement.

• You help to create a powerful, sustainable safety culture

• Celebrate the successes.



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You Are All Winners• Take the lead.

• Share information.

• Build trust and interdependence.

• Help everyone to see how important their roles are for the whole organization.

• Partner with the people.

• You can make safety excellence happen!



2015 Indiana Safety and Health Conference and Expo March 16-18, 2015 Indianapolis, IN ©Richard N. Knowles, Ph.D. Partner-Centered Safety© A New Approach to Achieving Sustainable, Safety Excellence Richard N. Knowles, Ph.D. The Core:

Shared beliefs and values Co-Created Strategic Safety Plan Creation of the Bowl…A container for order and

freedom Sustained by:

Continuous Plan review & upgrading and Daily engagement with all the people

In this work we use;

The Right Approach (Complex Adaptive Systems) The Right Tools (Tools of Complexity) The Right Processes (Partnering with the People) For the Right Reasons (Achieve Safety & Business

Excellence) For the Right Purpose (Build Sustainable Safety &

Business Excellence)

©Richard N. Knowles January 16, 2015

12/18/14 (C) Richard N Knowles & Associates, Inc

Earning +300%

Produc vity +45%

Emissions ‐87%

John Kotter 1. Create Urgency 2. Form Powerful Coalition 3. Create a Vision for Change 4. Communicate Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in the Culture Leading Change, 1995

Richard Knowles The Safety Leadership Process™ Move to Teams, Total Involvement Chaos, Complexity, CAS, CRP Process Enneagram Deeply Shared Values BOWL (Freedom & Order) Free Flow of Information Building Trust and Interdependence Walking the Plant; 5 Hrs./day Leaderfulness Developing

5 Different Plant Managers • Methyl chloride,

2,000# • Oleum, 22# • Doug Fish, Death Phosgene January 22-23, 2010

Top-Down Partner-Centered Safety Drifted Back to Top-Down

Documents

2015 Indiana Safety and Health Conference & Expo Indiana ...insafetyconf.com/media/PDF/safety_conf_2015/materials/Knowles.pdf · 2015 Indiana Safety and Health Conference & Expo Indiana