Why People Do What They Do General Trend Review and/or Establish - - PowerPoint PPT Presentation

Why People Do What They Do…

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Safety Focus Time Accident Accident

No system and adapt to circumstances Review and/or Establish Rules, Policies and Systems

General Trend

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Therefore Sustainable focus on Safety Requires Focus on People…

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Let Us Play A Game

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Points of discussion

• How Organizational culture is built

Discussion point 1

• Behaviour & Attitude

Discussion point 2

• ABC Analysis

Discussion point 3

• Ways to Correct Safety Behavioural

Problems Discussion point 4

Let us play a Game

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How Cultures Emerge

Top Management

• Agrees on

shared assumptions of human behavior

• Develops a

shared vision of cultural values

Behaviors

Employees behave in ways that are consistent with shared values and assumptions

Results

• Financial

performance

• Market share
• Employee

commitment

Culture

• Strong culture

emerges

• Traditions are

maintained

• Socialization

practices for new employees

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Vision, Mission, Values

Mission Vision

Values

Leading Building Materials Company Delivering Superior Performance Building a Safer, Smarter and Sustainable world

IICCO

Integrity Innovation Care Collaboration Operational Excellence

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HSE Vision of the company

Organizational Value Demonstrable Behaviours Integrity Honesty, Trust and Punctuality Innovation Giving new ideas, challenging status-quo Collaboration Building Relationship & Team work Care Recognition, Mutual Respect and Emotional Connect Operational Excellence Motivation & Passion Passionately Co-Creating Safer and sustainable world for better Living

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Methods of Maintaining Organizational Culture

Recruitment of employees who fit the culture Organizational Culture Removal of employees who deviate from the culture

Methods of Maintaining Organizational Culture

• What managers and teams pay attention to
• Reactions to organizational crises
• Managerial role modeling
• Criteria for rewards
• Criteria for selection and promotion
• Organizational ceremonies, stories

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Culture Requires Continual Attention to 3 Areas

PERSON

Knowledge, Skills, Abilities, Intelligence, Motives, Attitude, Personality

ENVIRONMENT

Equipment, Tools, Machines, Housekeeping, Climate, Management Systems

BEHAVIOR

Putting on PPE, Lifting properly, Following procedures, Locking out power, Cleaning up spills, Sweeping floors, Coaching peers

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H & S Building Blocks

Building World Class Foundations

• 1. H&S Policy
• 2. H&S Rules
• 3. Guideline & Standards
• 4. H&S in Management Cycle & Investment
• 5. Progressive Discipline Policy
• 6. H&S Competency Centre

Living Safety

• 1. Effective Communication
• 2. Incident Investigation Process
• 3. Risk Assessment
• 4. H&S Steering Committees
• 5. Safety Dialog Tours
• 6. Auditing Process
• 7. Team-Based Safety

Learning and Sharing

• 1. Adequate Safety and Change Mgt Skills

– 1.1) Leaders & Managers Training – 1.2) Supervisors Training – 1.3) Operators Training

• 2. Capable & Recognized H&S Staff
• 3. Best Practices Extraction Process

Sustaining Local Improvement

• 1. Multi-year H&S Plan Per Unit

– Drive Roadmap Implementation at Unit Level – Annually Revised in Management Cycle – Consistent Deadline and Progress

• 2. Safety Measurement System, including

Auditing and Leading Indicators

• 3. Focused Initiative on Contractors
• 1. Sponsorship from the Top
• 2. Visible Felt Leadership
• 3. Clear Line Accountability for

Implementation, Communication and Compliance

Leadership & Accountability

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Expectations to built culture

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When you think of a Leader, who comes in your mind and why?

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What does a LEADER in Safety do?

Leader in Safety

• 1. Engaging
• 2. Challenging &

Coaching

• 3. Action

Oriented

• 4. Safety

Communication

• 5. Feedback &

Recognition

• 6. Credibility

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What does a LEADER in Safety do?

• 1. Engaging

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VFL

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Observations & interventions – level of tolerance

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Verbal communication & Body language

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Mobilization & empowerment

• 2. Challenging & Coaching

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Defining clear expectations

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Dedicated 1:1 sessions

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IDPs & improvement actions; Training

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Work procedures

• 3. Action Oriented

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Sense of urgency, actions, follow up

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Spending time (overall & on shop floor)

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Reactivity & Initiatives

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Participation in H&S Audits

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What does a LEADER in Safety do?

• 4. Safety Communication

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Standards, Guidelines. GPs

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SERs

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Conducting discussions & meetings

• 5. Feedback & Recognition

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Feedback – two way

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Reward & Recognition

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Progressive Discipline

• 6. Credibility

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Leading by Example - consistently

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Understanding of H&S Issues & roadmap

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Reliability – deliver on what you say

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Lead from the front or passing the blame

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For Leaders The lowest standard you demonstrate will be the highest standard your team will adopt. As leaders in Safety, you’re being watched all the time.

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What are your Safety Leadership Style?

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Expectations on Safety

Boo - Leadership

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Maturity Step of Safety Culture (Bradley Curve)

• Management

Commitment

• Condition of

Employment

• Fear/Discipline
• Rules/Procedures
• Supervisor Control,

Emphasis, and Goals

• Value All People
• Training
• Personal Knowledge,

Commitment, and Standards

• Internalization
• Personal Value
• Care for Self
• Practice, Habits
• Individual Recognition
• Help Others Conform
• Others’ Keeper
• Networking

Contributor

• Care for Others
• Organizational Pride

Dependent Independent Reactive

• Safety by Natural

Instinct

• Compliance is the

Goal

• Delegated to Safety

Manager

• Lack of Management

Involvement

? Where do you want to be? ? How fast do you want to get there?

Interdependent

World Class

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Behaviour & Attitude

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Attitude vs. Behaviour

MY ATTITUDE AFFECTS MY BEHAVIOR AFFECTS YOUR ATTITUDE AFFECTS YOUR BEHAVIOR AFFECTS

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Culture Requires Continual Attention to 3 Areas

PERSON

Knowledge, Skills, Abilities, Intelligence, Motives, Attitude, Personality

ENVIRONMENT

Equipment, Tools, Machines, Housekeeping, Climate, Management Systems

BEHAVIOR

Putting on PPE, Lifting properly, Following procedures, Locking out power, Cleaning up spills, Sweeping floors, Coaching peers

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Team Checkpoint

QUESTIONS Q1 : Are you stopping your peers or subordinate when they are working unsafely? Q2 : Why are you not willing or afraid to stop someone when they are not following safety rules? Still on-going issues that can cause a serious accident at our workplace

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Behavior vs. Conditioning Intervention

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DECISION MAKING PROCESS

 What is the BASIS for our Decision Making Process?

✓ Life experiences

 Running a yellow light

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The ABC Model

Antecedent

The reason for our behavior

Behavior

What we do

Consequence

What keeps us doing or prevent us to continue the behavior

ABC Model

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UNDERSTANDING BEHAVIOUR- ABC Analysis

Antecedent: Something that comes before and sets the stage for that behaviour to occur Behaviour: What a person does Consequence: What happens to the person as a result of the behaviour ABC in it’s simplest form: A : Your nose itches B : You rub your nose C : It stops itching Consequences drive behaviour!

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The ABC Model Explains Why People Speed

Antecedents directs the behavior

SPEEDING

Behavior

Consequences

Motivates future

• ccurrences
• f the behavior

Emergency Open Road Sports Car Police Car Personal Injury Property Damage Wear & Tear Drivers Education Sunny Day Late No Cops Others speeding Ticket Save Time Fun !!!

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Safety - A continuous fight with Human Nature

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Intervention Techniques

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3 Aspects of a Message (Review)

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Intervention Steps in the Workplace

• Process of Engagement

1 2 3 4 5 6 7 8 9

Stop and observe a work situation Introduce yourself and put people at ease Explain what you are doing and why Ask them to describe what they are doing Praise safe aspects of their behaviour

Ask them what is the most likely serious accident that may occur and its outcome If working unsafely, ask why they feel they have to work that way Ask what corrective actions are required Achieve a commitment to act and discuss other issues they wish to raise

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Three Types of Behavioral Intervention

• Instruction Intervention

 Aim to get the performer’s attention and instruct him or her to transition from unconscious incompetence to conscious competence  It’s more effective when the instructions are specific and given one-to -one.

• Supportive Intervention

 The supportive consequences we give people for their safety-related behavior can go a long way toward facilitating fluency and a transition to the automatic or habit stage.  Such supportive intervention is often most powerful when it comes from one’s peers– as in peer support.

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Three Types of Behavioral Intervention

• Motivational Intervention

 When people are consciously incompetent about safety-related behavior, they require some external encouragement or pressure to change  Instruction along is obviously insufficient because they are knowingly doing the wrong

• thing. In safety we refer to this as a calculated risk.

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Correcting Safety Behaviors

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When to Correct Performance

Q1: H&S is his/her top most priority, always start meeting with H&S performance. Q2: : Conduct & Attend monthly departmental H&S meeting. Q3: : Actively involve in Incident investigation at his department / plant & monitor implementation of action plan. Q4: : Never ignore Unsafe acts and condition at site. Q5: Never bypass H&S rules.

3600 Survey of PMC member

Q6: : Understand H&S risks of his department and take adequate precautions. Q7: : Take regular detailed round at site. Q8: : Does regular 1:1 engagement with team members on H&S. Q9: : Challenge others on H&S matters for improvement and exhibit "no tolerance'' to poor individual performance in H&S, apply disciplinary action if needed. Q10: : Involve in imparting H&S training to his team members. Q11: : Share and review incident of other plant with team members.

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Key Actions for Correcting Performance Problems

• 1. Collect background information
• 2. Describe the performance problem
• 3. Mutually assess the situation
• 4. Agree on an action plan
• 5. Offer support

Thank you.