Safety in the Meeting Means Safety in the Field
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Raising concerns about safety in a meeting increases safety in the field, where the stakes and health risks are higher. But different cultures have varying approaches to safety, which can cause conflict.
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Safety in the Meeting Means Safety in the Field
- 1. Safety in the Mee,ng means Safety in the Field, The Power of a Posi-ve Safety Culture BIG TREE STRATEGIES ESTHER EWING, CIM CONFERENCE, MAY 13, 2015
- 2. Introduc*on • Power of cohesive, engaged team – crea*ng safe environments • Under-‐u*lized mechanism for crea*ng a posi*ve safety culture • Process – stories and research • Inten*onal Teams Framework • Benefit -‐ Team culture & alignment • How to get more informa*on
- 3. Story of Man in the office… This man cri*cized a staff person at the top of his lungs. Apparently it happened all the *me. What did this tell you about the culture? What behaviours are allowed and what are the values in the team that this represents?
- 4. Big Tree Strategies Inten*onal Teams™ 1-‐Jun-‐15 4 Psychology of Safety
- 5. MASLOW’S HIERARCHY OF NEEDS You cannot have safety unless your needs for shelter, food and clothing are met; However, more importantly, none of the values above safety are possible to acquire unless your safety needs are met.
- 6. What is safety in teams? Two kinds of safety • Physical safety where you don’t get harmed physically • Psychological safety where team members feel accepted and respected 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 6
- 7. Big Tree Strategies Inten*onal Teams™ 1-‐Jun-‐15 7 State of Safety Around the Globe Key Insights
- 8. What comes first in Mining? “In mining, safety comes first. As a core industry value and prac-ce, Canadian mining companies invest significant 9me and effort in developing and maintaining a posi9ve safety culture in all aspects of their opera9ons, diligently working with their employees and safety inspectors to reach the goal of “zero harm.” Canadian Ins9tute of Mining Facts and Figures, 2014 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 8
- 9. 13th, May, 2015 9
- 10. Safety in China 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 10 “The mentality [in China] is that life is cheaper than it is [in the western world] and no-‐ one is going to kick up a fuss if they lose a few lives.” Alan Baxter Ins*tute of Materials, Minerals and Mining UK
- 11. Different cultures, different norms Eastern European parent company execu*ve, owner of Canadian company, in response to budget for safety training: “If someone gets hurt, they are just stupid…” 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 11
- 12. Big Tree Strategies Inten*onal Teams™ 1-‐Jun-‐15 12 Posi,ve Safety Culture A way of geeng there…
- 13. Brightwork vs Real Work
- 14. Culture of Safety During the lafer half of the nineteenth century, Britain was not at war. Deterrence through display became the Royal Navy's primary func*on in these mid-‐Victorian years and there were major technological changes. Steam was replacing sail, iron was replacing the tradi*onal oak. The Br. Navy did not adjust. The problem facing the officers of Victorian warships was to find work for under-‐employed hands now no longer required to rig, furl and mend sails. Their solu*on was to create the cult of 'bright work' in which ships vied with one another to produce the shiniest surfaces and the glossiest paint work. Bafleship and cruiser crews spent countless hours burnishing the guns. Massive armored water*ght doors were liled from their hinges and filed and rubbed un*l they gleamed-‐and soon became no longer water*ght (Massie 1992). A ship's commander was judged not by the rate and accuracy of his gunnery but by the extent to which his ship sparkled.
- 15. Culture of Safety “A commitment to safety should not be a priority, but a value that shapes decision-‐ making all the 9me, at every level… For a culture of safety to flourish, it must be embedded throughout the organiza9on.” (Rex Tillerson, 2010, Chair Exon Mobile)
- 16. A strong safety culture needs • An informed culture • A repor,ng culture • A learning culture • A flexible culture • A just culture R. Tillerson
- 17. THE NEXT FRONTIER… And how do you get to a posi*ve safety culture? 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 17
- 18. Big Tree Strategies Inten*onal Teams™ 1-‐Jun-‐15 18 Our Research Inten*onal Teams Framework™
- 19. BIG TREE STRATEGIES’ RESEARCH • When project teams are working well – what is going on? • How has it been set up for success? • What levers are you pulling that helps the team work well together? 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 19
- 20. Inten,onal Teams Framework© 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 20
- 21. 1-‐Jun-‐15 21 Big Tree Strategies Inten*onal Teams™ Inten,onal Team Framework™
- 22. One-‐Team Culture People we interviewed said: “If your mining project team is to be successful, you have to get the culture right…” “Everyone has to know that they are on the team and that their contribu*on mafers…”
- 23. Impact on the Culture What were the values that allowed this bullying behavior? How would this transfer down the mine shal? Would the staff person speak up if they saw something wrong? Or would they hold their tongues?
- 24. 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 24 A team discussing safety procedures
- 25. References • "The photograph used on page 20 is used with kind permission of Graeme Cox via Mining Photos and Videos hfps://www.facebook.com/ miningphotosandvideos. These photographs are Copyright © Graeme Cox 2015. All Rights Reserved". • The slide on page 13 is copyright Alex Henderson Consul*ng, 2015. All rights reserved.
- 26. Ar*cles If you would like to be in touch about how to build an Inten*onal Team, and would like me to send you ar*cles: Esther Ewing Esther@BigTreeStrategies.com @estherewing hfp://linkd.in/Y7KjKa 1-‐Jun-‐15 Big Tree Strategies Inten*onal Teams™ 26