Creating a Positive Safety Culture

2

PurposePurpose

Show that safety improvement work is as much about developing a productive culture as it is about using the right safety tools and initiatives

Give an example of leadership work and the impact on safety performance

3

What do you see here?What do you see here?

As an aside, the behaviour is

rational; BUT NOT excusable.

I see the standards set by the leadership.

4

Which box dominates?Which box dominates?

Reward systems, measures, perceived requirement to

rush, lack of accountability and consequences, follow

my leader

Training, shift pattern, poor task assignment/SOP, poor risk assessment process.

Wilful negligence.Personal issues eg fatigue, language problem.

Error

Violation

One person

(special cause)

Most people

(common cause)

Systems induced behaviour Systems encouraged

behaviour

5

LeadershipLeadership

Leadership is recognized when it is either good or bad.

Leadership theories – often identify behavioural characteristics such as charisma, vision or courage.

However, leaders have real work to do. –This work involves the creation of a productive

culture “by what they systematically pay attention to.” (Edward Schein)

6

Culture or What happens when Miss Crutchfield goes home?Culture or What happens when Miss Crutchfield goes home?

7

What is Culture?What is Culture?

…Dignifying

…

…Fair…

…Honest…

…Trustworthy

…

A group of people share mental models or mythologies (Ian Macdonald)

8

Understand how team members perceive themselves and each other.

Understand how team members perceive the organisation and the leader.

Understand what behaviours are driven by the organisational systems.

Predict how team members will interpret change.

Good leaders can “put themselves into other people’s shoes”

9

What people might sayWhat people might say

Unproductive culture “Production comes first”• “We cut corners to get

production” • “Work is dangerous;

injuries are inevitable.” • ”They don’t care about

safety, you never hear about incident investigations”

• You never see the leadership out here.

Productive culture• “My leader really cares. S/he

listens to my concerns and follows up on issues.”

• “We are actively involved in safety improvement work. My boss supports this 100%.”

• “You know where you stand on safety rules. My manager is firm, but fair.”

• “I am personally given the authority to address safety issues and concerns.”

10

The safety tool boxThe safety tool box

Incident

investigation

Risk assessment

Safe

ty

obse

rvat

ions

Major hazard

assessment Bow tie

diagrams

Safety shares

Peer to peer

No trust

No respect

Dishonest

Unfair

Cowardly

11

Incident

investigation

Risk assessment

Safe

ty

obse

rvat

ions

Major hazard

assessment Bow tie

diagrams

Safety shares

Peer to peer

Trustworthy

Respectful

Honesty

Fair

Courageous

12

Culture change (Ian Macdonald)Culture change (Ian Macdonald)

Existing Culture:

Described in terms of people’s

mythologies about

themselves, their work,

the organisation,

& their Leader

Desired Culture:

Described in terms of how you would like

people to behave and to

view these things …

& their Leader

Start Goal

Behaviour What I do and say

SystemsThe way we do things

SymbolsNon-verbal messages

Dissonance

If there is no contradiction between what people expect and what happens (i.e. no dissonance) there will be no change in culture

13

Mythologies at site A – one exampleMythologies at site A – one example

A felt lack of appreciation for work done and recognition of achievement was a common theme.– “no one has courage to give honest feedback”,– “not enough individual recognition,” – “only remembered for stuff that went wrong,” – “it’s a way of keeping budgets down ‘cos if I’m a 7 and

there’s not enough money then they make me a 5,” – “ if someone has the knife out for you then you are

done,” – “based on plant performance not individual,” – “not much feedback, no recognition of performance, goal

posts keep changing,” – “supervisor does not know what I do or my job

description”

15

System change - Performance Review Redesign Team Room

16

Leadership work impactLeadership work impact Leadership work

started in 2004 Leadership training Systems changes

included:– Performance review– Job grades & Pay

linkages– Role descriptions– Housekeeping– Car park resurfacing– Uniforms– Leaders on the shop

floor

2003 2004 2005 2006 20070

0.5

1

1.5

2

2.5

3

3.5

4

4.5All Injury Frequency Rate

by Year

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Change requires good social processChange requires good social process

Safety tools(Technical)

People process(Social)

ImprovementNecessary but not sufficient

“When human beings are part of the solution, a technical solution is no solution at

all” Brig R Macdonald

+

18

Leadership and culture