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© Dov Zohar 1
Management values, Leadership, and Safety climate
Dov Zohar, PhDIsrael Institute of Technology
Summit meeting, Copenhagen, 2007
© Dov Zohar 2
Key ideas
There is nothing more practical than a good theory(K. Lewin)
• Define climate and culture: both are ill-defined
• Identify the sources of climate: culture & leadership
• Proper metrics as key to managing culture/climate
What gets measured, gets rewarded hence managed
© Dov Zohar 3
.
A practical theory for Safety Climate
© Dov Zohar 4
What is organizational climate?Functional view
• Climate reflects shared (socially verified) assessments of the workplace, i.e. which behaviors are likely to be rewarded & supported (collective sense-making)
• Such shared perceptions are valuable in ambiguous situations: competing operational demands (safety vs. speed), espoused policies vs. enacted practices
• Safety climate reveals the perceived priority or value of acting safely, as assessed and mutually verified by employees (leaders’ daily actions as main cues)
© Dov Zohar 5
Climate as indication of true priorities‘walk-the-talk’ test
• Use a safety-climate scale whose items refer to supervisory/peer practices in situations where safety and production present competing demands
• Members pay special attention in such situations because they provide clearest indication of the truepriorities (role behaviors likely to be supported)
• Multilevel model: Strategic and supervisory leaders may adopt divergent priorities (bounded variation), resulting in distinctive group- and org. level climates
© Dov Zohar 6
Measuring climateMultilevel model
Safety-climate scales should identify managerial/peer practices under competing demands (speed vs. safety)
Employees discriminate between practices of senior vs.supervisory leaders (use different cues)
Scale items (Zohar & Luria, 2005):
My supervisor-• Refuses to ignore safety rules when work falls behind schedule• Is strict about working safely when we are tired or stressed
Senior management -• Quickly corrects any safety hazard (even if it’s costly)• Considers safety when setting production speed and schedules
© Dov Zohar 7
Measurement example: Heavy Steel21 workgroups (Zohar & Stuewe, 2006)
Before-after; Group and Org. Climates
Group Safety Climates
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Department
Scor
e
1-GL 2-GL avg 1 avg2
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Climate predicts safety performance413 workgroups (Zohar & Luria, 2005)
Org.-level climate
Ave. Group climates
Operations’safety
0.41** 0.38**
0.44**
Strength
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A practical theory for Safety CultureWhere does climate come from?
© Dov Zohar 10
What is organizational culture?Schein’s 3-tier model
• Deep tier: Shared assumptions about world - human nature, work, management, safety (deeply buried)
e.g. Safety as injury; Safety as compliance (discipline)
• Surface tier: Wide range of visible expressions, or artifacts (easy to observe but difficult to interpret)
e.g. Many elaborate safety rules; Rule-based training
• Middle tier: Espoused values/beliefs, justify company goals & policies (but discrepancies create ambiguities)
e.g. Safety as no. 1 vs. Safety without disrupting efficiency
Yet, without metrics, culture remains unmanageable (current state of affairs)
© Dov Zohar 11
Leaders create cultureOperational framework
• Daily verbal exchanges between leader & members is a key source of social influence (concrete task issues)
• Symbolic content or sub-text, as perceived by the recipient, identifies deeper culture-shaping messages:
1. True priorities among competing goals, demands2. Formal policies vs. informal recognition (discrepancies)
3. Espoused vs. enacted values (openness vs. authority)
4. Words vs. actions (e.g. empowerment vs. control)
• Multilevel model: Senior leaders create org. culture; Group leaders create sub-cultures for each unit
© Dov Zohar 12
Improvement of org. culture - it is all about the metrics
Symbolic content (sub-text) of daily leaders’ exchanges offer an observable culture metric (% messages):
• Recipients as human detectors: use a tailored checklist of perceived sub-textual cultural messages
• Quality-control methods: use random sampling of exchanges (by consent; agreed sampling framework)
• Immediate analysis of each sampled exchange, using recipients as interpreters (3-min. process)
• Remote measurement: use cell-phone & internet to collect data, analyze it, and offer bi-weekly personal FB
© Dov Zohar 13
Measure culture with CEO messages (Marble Works)- Metrics reflect perceived leader messages
תועובש יפל תוינופלט תוחישב ולעש יפכ םירסמה זוחא -זעוב
0%
20%
40%
60%
80%
100%
120%
1 2 3 4 5 6 7 8
היה ךיבגל רסמה -יבויח)ילילש תמועל(החוטב הלועפ לע היה שגדה, תקיודמ)הריהמ הלועפ תמועל( ךב ישיא ןומא תעבה)תמועלבקעמ ,ךירחא הרקב (יולג היה רסמה , רורב)תמועל םומע ,יעמשמ וד (
© Dov Zohar 14
Measure culture with lower level messages- Metrics reflect daily priorities by subordinates
תועובש יפל תוליעפ ימוחת תובישח לש םיעצוממII - זעוב
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
1 2 3 4 5 6 7 8
םידבוע לש תוחיטב ,תונוכמ,םיכילהתםישנא ןיב םואית ,תולועפ ןיב
םישנא חותיפ -הכרדה ,בושמ,קוזיח
© Dov Zohar 15
Meeting the safety culture challenge
Senior leader exchanges can change safety culture:
• Modify basic assumptions: from safety-as-injury to safety-as-(ongoing) reliability
• Reverse the priority/utility due to the high incentive power of frequent recognition/attention: Usafe>Uunsafe
• Leverage culture to improve safety climate as the key mediator of employee performance (coffee-filter model)
What gets measured, gets managed (culture & climate)
© Dov Zohar 16
Safety culture/climate model
Safety climate mediates org. culture and employees’behavior – it explains 22% of injuries (meta-analysis)
Implementation process
Actions & Discussions
Employees’perceptions: Climate
% Safe operations
Injury rateLost daysDisability
Environment design/ hazards
Management True Values: Culture
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Applications and interventions
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Intervention example: Oil refinerySafety exchanges & unsafe operations (%)
01020304050607080
1 5 9 13 17 21 25 29 33 37 41
Weeks
%
Supervisory InteractionsElectric workMovement in zones
Base-line Intervention Follow-up
© Dov Zohar 19
Steel CompanySafety exchanges & safety compliance (%)
T o ta l B -S h o p : D a ily S a fe ty E x c h a n g e s (D S E s ) v e rs u s S a fe O p e ra tio n s (h o u s e k e e p in g )
1 0
1 5
2 0
2 5
3 0
3 5
4 0
4 5
5 0
1 2 3 4 5 6 7 8 9 1 0
R e p o r ti n g W e e k
% S
afet
y Ex
chan
ges
4 0
4 5
5 0
5 5
6 0
6 5
7 0
7 5
8 0
% S
afe
Ope
ratio
ns
% S a fe t y E x c h a n g e s % S a fe O p e ra t io n s
© Dov Zohar 20
Intervention: Fiber-plasticsTwo years later
Adjust Frequency data (*10); Severity data (*100)
0102030405060708090
100
Injury FrequencyRate*
Injury SeverityRate*
% ReliableExchanges
% ReliableOperations
2002 2003 2004
© Dov Zohar 21
Conclusions
• Practical theory: safety climate and culture can be defined in a manner that reduces ambiguity
• Good measurement: use theory-based measurement scales as the key for research and applications
• Third age of safety: shifting from worker compliance to leaders’ daily practices
• Leaders create culture climate: any real change depends on the company’s senior leadership
© Dov Zohar 22
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Thank You