BUILDING CAP’S TEAM ... FOR TODAY AND TOMORROW

“Safety Culture”

George VogtChief of Safety

Col Bob CastleAsst Chief of Safety

“Safety Culture”

• Definitions

• How would you describe the CAP Safety Culture?

• What makes a safety culture “bad?”

• What makes a safety culture “good?”

• Can a Safety Culture be Changed?

• How?

What is a “Culture”

• Shared Values, Beliefs• What is important

• Shared Characteristics, Practices• How things work

• Interaction with structure, rules, systems

• How we do things around here

What is a “Safety Culture”

• Organizational Culture• How we do things around here

• Safety culture• How we do safety around here.

CAP’s Safety Culture

• How DO we do safety around here?• regulations?• requirements?• standardized?

• Good ideas• Bad execution?

• Is there central theme? Core? Program?

• What’s Changed?

Compliance Safety

• “Blood Rules”

• Actions in the Name of Safety

Buzzword Safety

• Sights on Safety

• Safety Pledge

• CAPSafe

• Safety Management System?

• Behavior Based Safety?

“Programs” in name only?

• “Unsafe Behaviors Result in Mishaps”

• Based on Behavior Modification …

BF Skinner

• Reward safe behaviors• “Punish” unsafe behaviors

• Chart, Observe, Correct Behaviors

• What Causes the Behaviors??

Behavior Based Safety

Behavior Based Safety?

• Can it work?

• Yes, IF ….• Repetitive behaviors• Stable work force• Frequent meetings• Close observation• Highly regulated

• Did We Ever Try It?• Can it work for CAP?

“You’re On Your Own”

• Perhaps Best Description of CAP:

• Use “ORM”

• Follow the Regs

• “The Candle or the Mirror”

CAP’s Risk Management

CAP’s Risk Management

MOST OF THE

Any of These Look Familiar?

• Tick and Flick Culture- aka fill the square

• Naïve Culture

• “Can Do” Culture

• “Get the Job Done”

• Hubris

• Fatalistic Culture

• Blaming Culture

• Shaming Culture

Myth Busters

• Use your common sense!

• People are Idiots

• I’ve got an Idea!

• The “Hero Myth”

The “Culture Ladder”

High levels of cynicism. Workers lie, sabotage equipment,blame others. Leaders talk compliance but it isn’t there.

Effective beliefs, values, attitudes, habits, expectations are spiraling downward. Safety procedures/rules ignored

Procedures have become tick and flick to meet compliance; Safety = boring, reactive, “have to” instead of proactive “want to”

Optimistic about safety; adapt to changes in personnel and environment. Respectful. Engaged. Talk without fear of reprisal

People genuinely committed to group aspirations. Collaboration.No question is “stupid.” Creative finding and sharing of safety ideas

Strong unrelenting desire to protect people. Members takeownership of their actions. Self-regulating. Constant improvement

The “Culture Ladder”

Procedures have become tick and flick to meet compliance; Safety = boring, reactive, “have to” instead of proactive “want to”

Why Do Safety Programs Fail?

1) Requirements Without Context

2) Compliance Without Understanding

3) Absence of Connection

4) Organizational Inertia

When we seem to be doing the right thing?

The FAA Speaks Out

“A safety culture is the shared values, actions, and behaviors that demonstrate a commitment to safety over competing goals and demands. In the desired safety culture, people acknowledge their accountability and act on their individual responsibility for safety. They trust, use, and rely on the organization’s processes for managing safety. The environment is characterized by good communication and personnel continue to learn and develop through training and coaching.”

FAA Order 8000.369A – Safety Mgmt System Implementation

The FAA Speaks Out

“A safety culture is the shared values, actions, and behaviors that demonstrate a commitment to safety over competing goals and demands. In the desired safety culture, people acknowledge their accountability and act on their individual responsibility for safety. They trust, use, and rely on the organization’s processes for managing safety. The environment is characterized by good communication and personnel continue to learn and develop through training and coaching.”

FAA Order 8000.369A – Safety Mgmt System Implementation

The FAA Speaks Out

“A safety culture is the shared values, actions, and behaviors that demonstrate a commitment to safety over competing goals and demands. In the desired safety culture, people acknowledge their accountability and act on their individual responsibility for safety. They trust, use, and rely on the organization’s processes for managing safety. The environment is characterized by good communication and personnel continue to learn and develop through training and coaching.”

FAA Order 8000.369A – Safety Mgmt System Implementation

The FAA Speaks Out

“A safety culture is the shared values, actions, and behaviors that demonstrate a commitment to safety over competing goals and demands. In the desired safety culture, people acknowledge their accountability and act on their individual responsibility for safety. They trust, use, and rely on the organization’s processes for managing safety. The environment is characterized by good communication and personnel continue to learn and develop through training and coaching.”

FAA Order 8000.369A – Safety Mgmt System Implementation

The FAA Speaks Out

“A safety culture is the shared values, actions, and behaviors that demonstrate a commitment to safety over competing goals and demands. In the desired safety culture, people acknowledge their accountability and act on their individual responsibility for safety. They trust, use, and rely on the organization’s processes for managing safety. The environment is characterized by good communication and personnel continue to learn and develop through training and coaching.”

FAA Order 8000.369A – Safety Mgmt System Implementation

Our challenges

• Geography

• Diversity

• Wide Variety of Missions

• Different Environments

• False Starts? Pessimism?

• Others?

The Good News

• What do CAP Members Have in Common?

• Common Heritage and History

• Desire to be a part of something big

• Desire to serve

• Desire to do the right thing

Prerequisites for Change

• Create Contagious Behavior• “Stickiness Factor”• Make sure little changes have big effects• Power of context, language, environment• Encourage ‘connectors’ - mavens,

champions• 80/20 rule

Malcolm Gladwell – “Tipping Points”

Elements Of a Safety Culture

• Awareness - “…not forgetting to be afraid.”• Informed Culture – the gathering of data• Reporting Culture – a culture of confession• Just Culture – acceptable versus unacceptable• Flexible Culture – adaptability, vertical vs lateral• Learning Culture – learn and change• Informed Culture = SAFETY CULTURE

Dr. James Reason – “Managing the Risks of Organizational Accidents”

How Do We Get There?

• The Safety Management System will provide the structure

• Everything we do will fit into that “context”• We won’t issue rules, restrictions, warnings

and deadlines• We’ll provide processes, and tools, and

training, and support• We won’t issue requirements…

… we’ll teach SAFETY

The CAP Safety Program

• By and For the Members of CAP

• Humans as Hazards?

• Humans as Heroes!

• Part of the Problem, or Part of the Solution?

Will we get there?

“Like a state of grace, a safety culture is something that is striven for but rarely attained. The process is more important than the product. The virtue, and the reward, lie in the struggle rather than the outcome.”

Dr. James Reason

Welcome

To the Struggle