Some key factors that can present obstacles to effective teamwork on safety include: - Mental models and unshared assumptions that create misunderstandings or adversarial approaches - Organizational structures and hierarchies that discourage open communication and participation across roles - A focus on individual goals rather than shared visions and objectives for safety - Unclear or inconsistent definitions of safety that lead to different priorities or approaches - A lack of systems and processes for collaboration, shared learning and continuous improvement

1. Safety
Attitudes, Behaviour and Safety

2. Paris in the
the spring

3. Behaviour and Safety
 The ‘book’ – and how I see it
 Safe or unsafe? Defined by whom?
 Learning Organisations
 Where does behaviour come from?
 How do my ideas impact my behaviour?
 How does my behaviour impact others?
 Partners or adversaries?

4. The ‘Book’ – and How I See
it
 JERGIs, CSM, EPCs programs and
procedures clear, unambiguous and
not subject to interpretation
 Or – a good try at 100% clarity but I
see what I want to see?
 Our perspective gives us our view

5. My View – Your View
I once spoke to a man who was standing to
the south of an oasis and asked him where
was the oasis………he said in the north
Later, I spoke to a man who was standing to
the north of an oasis and asked him where
was the oasis………he said in the south
So which direction do I go to get water?

6. Paris in the
the spring

7. Learning Organisations
 “Those that have in place systems, mechanisms
and processes, that are used to continually
enhance their capabilities and those who work for
it, to achieve sustainable objectives.”
 Peter Senge – The Fifth Discipline
 Leader Vision
 Shared Vision
 Systems Thinking
 Team Learning
 Mental Models

8. Learning Organisations
 “Those that have in place systems, mechanisms
and processes, that are used to continually
enhance their capabilities and those who work for
it, to achieve sustainable objectives.”
 Peter Senge – The Fifth Discipline
 Leader Vision
 Shared Vision
 Systems Thinking
 Team Learning
 Mental Models

9. Learning Organisation - Shell
 Focus on organisational learning
 Importance placed on awareness of
mental models
 Focus on sharing knowledge in teams

10. Learning Organisation
 Focus today and beyond on safety
 What impact do mental models have
on safety?
 What impact do they have on working
as an integrated team?
 What can we do to make each other
safe at work?
 And now…..mental models

11. Origins of Behaviour
 Behaviour is a range of observable
actions
 We behave largely in accordance with
our pre-disposition to act
 Our disposition to act is driven by the
‘software’ of our brain
 We are driven by our mental models

12. What are Mental Models?
Beliefs, assumptions and ideas
that we have about every
aspect of ourselves, other
people, our organisation and
how the world works

13. Mental Models
1. Are critical to our effectiveness
2. Affect how we act and how we create
structures and systems
3. May be conscious, or subconscious; can get
us into trouble
4. Easier to see mental models of others -
harder to see our own
5. Are flawed and incomplete
6. Over time move from a belief to a fact

14. Safety Defined
1. Oxford English Dictionary:
 Safety - the condition of being safe
 Safe - protected from danger or risk;
not causing or leading to harm or injury
1. My Definition/Opinion
2. Your Definition/Opinion

15. Structures and Systems
 A structure or system is anything that
shapes or conditions behaviour
 A structure or system is perfectly
designed to get the behaviour it gets
 Mental models are a key element of
structure

16. Multiple Layers of Structure
Physical Structures • Interior Design
• Physical Environment
• Management Structure/Hierarchy
Organizational Structures • Business & Organizational Processes
• Information System
• Reward System
• Written Rules
Social Structures • Roles
• Customs
• Norms/Unwritten Rules
• Patterns of Interaction
Interpersonal Structures • Problem Solving Process
• Decision Making Process
• How I View Myself and My Role
Individual Structures • Personal Beliefs and Assumptions
(Mental Models) • Style/Behavioral Habits

17. Mental Models Denying Data

18. My/Our Mental Model
Mental Model
or Belief
“Staff meetings
are a waste of time”
Results or Outcomes R Action or Behavior
• Decisions don’t get
• We don’t fully take
made
part or contribute
• Real issues never get
• We come in late
brought up

19. Interaction Maps
My
Mental Models
about you
Your actions
Your actions My actions
My actions
toward me
toward me toward you
toward you
Your
Your
Mental Models
Mental Models
about me
about me

20. Mental Models at Work
Subordinates
think, “I’ll just
wait to be told!
He doesn’t
want my input.”
Manager makes
decisions and
directs subordinates
R Level of Subordinates’
Participation
Manager Becomes
Impatient
Manager assumes
subordinates
don’t care

21. Partners or Adversaries?
 “I am perfect- you are at fault”
 “If everyone was like me this place would
be much better”
 “The problem here is that we don’t all have
the same standards”
 “I’m fine; it’s the others’ problem”
 “Can’t they see I’m trying to help?”
 Accidental adversaries

22. Unintended Consequences

23. The Best of Intentions

24. So Who’s Problem is It?

25. Collaboration/Competition
 The zero-sum game
 Medals are in short supply – I want it!
 Do we think win-win, or win-lose?
 Mental models –
 ‘Winning is good” – so we are competitors
 “Losing is shameful” – so we compete
 “We can all win if we share a vision, the
responsibility and being part of a team”

26. The Bigger Team
 A team is a group of people who share a common
purpose and depend on each other to fulfill that
purpose
 Often elements of structure present obstacles
to effective team working
 What factors can present obstacles to ‘full’ and
effective team work on safety?