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Learning from Disaster - How a positive safety approach saves lives_MYOSH Webinar Slides.pdf

Behind some of the worst safety disasters of our time lies a predictable array of causes, many of which speak to the culture that surrounds safety. These terrible events show us that successfully managing risk and protecting people’s lives doesn’t just involve having robust systems and controls in place. Equally as important is the influence of leadership, the quality of communication, and the attitudes that drive the way safety is done. Join Sentis Positive Safety Specialist Dr Vanessa Thiele as she contemplates what happens when culture goes wrong, and how a positive safety approach is necessary to avoid future disasters. Throughout this webinar she will discuss: • Using Positive Safety to drive positive change • Understanding the physical, social and psychological dimensions of safety • The role of the board in empowering a positive safety approach • The role of senior leaders in demonstrating commitment to safety.

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LEARNING FROM DISASTER:
HOW A POSITIVE SAFETY
APPROACH SAVES LIVES
Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and
registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
ACKNOWLEDGEMENT OF COUNTRY
Sentis acknowledges the traditional custodians
throughout Australia and recognises their connections to
land, waters and community.
We acknowledge the Traditional Owners of the land on
which we meet today and pay our respects to elders past
and present. We extend that respect to Aboriginal and
Torres Strait Islander peoples here today. We do this
because we value Aboriginal and Torres Strait Islander
history, culture and knowledge.
To change the lives
of individuals and
organisations for the
better, every day.
WHEN CULTURE
GOES WRONG
EXPLORING THE FACTS
Deepwater Horizon:
• The rig had 390 urgent maintenance
issues, requiring constant workarounds
• Competing interests of cost, time and
safety and number of stakeholders made
decision-making complex
• CEO messaging inconsistent with safety
• Operation went ahead despite many
leaders being new in their role
• Decisions on the massively over budget
project motivated by time/$$$
EXPLORING THE FACTS
OceanGate Titan
• Failure to prioritise safety and thorough
equipment inspections
• Disregarded potential issues with the
submersible’s structural integrity i.e.,
titanium and carbon fiber vs steel
• Many people had raised red flags re
cutting corners and experimental ideas
• CEO “tired of industry players who try to
use a safety argument to stop innovation”
• Decision-making motivated by innovation
and exploration over safety
Ad

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Learning from Disaster - How a positive safety approach saves lives_MYOSH Webinar Slides.pdf

  • 1. LEARNING FROM DISASTER: HOW A POSITIVE SAFETY APPROACH SAVES LIVES Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
  • 2. ACKNOWLEDGEMENT OF COUNTRY Sentis acknowledges the traditional custodians throughout Australia and recognises their connections to land, waters and community. We acknowledge the Traditional Owners of the land on which we meet today and pay our respects to elders past and present. We extend that respect to Aboriginal and Torres Strait Islander peoples here today. We do this because we value Aboriginal and Torres Strait Islander history, culture and knowledge.
  • 3. To change the lives of individuals and organisations for the better, every day.
  • 5. EXPLORING THE FACTS Deepwater Horizon: • The rig had 390 urgent maintenance issues, requiring constant workarounds • Competing interests of cost, time and safety and number of stakeholders made decision-making complex • CEO messaging inconsistent with safety • Operation went ahead despite many leaders being new in their role • Decisions on the massively over budget project motivated by time/$$$
  • 6. EXPLORING THE FACTS OceanGate Titan • Failure to prioritise safety and thorough equipment inspections • Disregarded potential issues with the submersible’s structural integrity i.e., titanium and carbon fiber vs steel • Many people had raised red flags re cutting corners and experimental ideas • CEO “tired of industry players who try to use a safety argument to stop innovation” • Decision-making motivated by innovation and exploration over safety
  • 7. THE FALLOUT FROM THE FACTS • Priorities and focus from senior leaders • Pressure to meet deadlines / budgets • Inconsistent safety messaging and incongruent communication • Cutting corners • Unplanned workarounds • Underreporting and failure to stop the job Catastrophic outcomes
  • 9. A VISION OF POSITIVE SAFETY Positive safety is having the courage and conviction to set the conditions for optimal safety where employees, teams, and organisations flourish.
  • 10. MANAGING safety behaviours • Command & Control • Autocratic, tell & correct • Production over safety • Power over • Reduce the negatives • Safety = absence of physical harm • Motivated by external (metrics, bonuses, looking good on paper) SAFETY AS A COST VS SAFETY AS A CURRENCY LEADING positive safety attitudes • Care & Collaborate • Participative, ask & coach • Safe production • Power with • Cultivating the positives • Safety = SAFE, WELL & ENGAGED (positive physical, social & psychological experience) • Motivated to bring out the best in their team
  • 11. 1. We are aiming for compliance 2. We want to maintain compliance and reach zero injury 3. We are aiming for a collaborative and participative safety culture HOW WOULD YOU DESCRIBE THE SAFETY FOCUS IN YOUR ORGANISATION? POLL
  • 12. WHEN SAFETY IS ABOUT PROTECTING YOU FROM SOMETHING Motivation for safety investment Individual Physical or psychological pain, injury and disablement, death Leadership Having to police non-compliance, dealing with team conflict, losing safety bonus, doing paperwork Organisational Physical injury, bullying & harassment, inclusion & diversity litigation, fines, payouts, bad press and brand damage, involvement from the regulator, shut down = CONTROLLED MOTIVATION “I have to” motivation I.e., following safety protocols because of external pressures such as fear of punishment or desire for rewards (such as achieving KPIs)
  • 14. CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE COST What not to do Absence of harm Lag indicator focus Correct and control Blame Error / mistake focused Hunt the mistake Blame the worker Top down Hide issues Black and white rules External Locus of Control (ELOC)
  • 15. CREATE A STRONG VISION OF THE CULTURE YOU WANT TO ACHIEVE CURRENCY What to do Presence of safety Focus on capacity and capability Empower and collaborate Learning from success Hunt the good stuff Look at the system Walk a mile in your shoes Freedom in a framework Internal Locus of Control (ILOC)
  • 16. HOW DO YOUR PEOPLE EXPERIENCE SAFETY AT WORK?
  • 17. UNDERSTANDING THE EXPERIENCE OF THE WORKPLACE
  • 18. WHAT IS A SAFE BRAIN? Safe = Protected, respected, valued, certain of role and expectations, able to trust and be trusted, sense of belonging & acceptance Well = Competent, confident, calm and grounded, with the physical, mental & emotional capacity to meet my demands Engaged = Doing meaningful work, connected to people and purpose, intrinsically motivated, able to contribute and see progress
  • 19. WHEN SAFETY IS ABOUT PROTECTING YOU FOR SOMETHING Motivation for safety investment Individual Being safe, well & engaged so I can invest in the things that really matter to me Leadership Positive safety behaviours, team cohesion, collaborative & motivated team members, I value safe professional work, don’t get tied up with paperwork and can do my job! Organisational Being a great place to work, making a positive impact on our people, customers & community = AUTONOMOUS MOTIVATION “I want to” motivation I.e., following safety protocols out of a genuine belief in safety and because it aligns with one’s values and identity
  • 20. DRIVING POSITIVE SAFETY CULTURE Controlled ‘I have to’ Safety Motivation Autonomous ‘I want to’ Safety Motivation SAFETY CULTURE MATURITY QUIZ
  • 23. LESSONS FROM SITES DOING WELL Safety Culture Dimension Strength Frequency (% of Sites) Safety mission and vision* 60% Management safety commitment* 60% Within-team safety communication 50% Safety responsibility* 50% Team support for safety 40% Top five strength areas identified across sites operating at Private Compliance and Collaborative levels of safety culture maturity. *Denotes dimensions that have a strong correlation with safety culture maturity (Pearson Correlation ≥0.70)
  • 24. SETTING THE TONE FROM THE TOP Individual Contributors Senior Executives Board & CEO Frontline Leaders Individual Contributors Frontline Leaders Senior Executives Board & CEO Lead with a Vision Actively Care Be Curious Make Data Based Decisions
  • 25. LEAD WITH A VISION • Ensure that the safety vision is fully integrated with your purpose as a leader • Safety is on the board agenda – not just TRIFR but safety culture and the physical, social & psychological wellbeing of employees • Ensure leaders live and breathe the vision – and that they are empowered to make safe decisions • Link behaviours, performance and recognition to your vision • Use your vision to make the right decisions every day
  • 26. ACTIVELY CARE • Treat ALL stakeholders, contractors etc., as your own employees – give them the same care via high standards and expectations • Uphold safety as a core value and be willing to hire (and fire) leaders who are not aligned • Empower the leadership team to take accountability for safety and their team • Look for opportunities to grow the right values- oriented people into new roles and responsibilities
  • 27. BE CURIOUS • Engage with stakeholders to identify potential issues • Listen to doubters and critics, not just yes-men • Support a mechanism for all employees to raise issues and concerns • Actively encourage blame-free communication of bad news • Formally assess all incidents and near-misses and take action to manage risk
  • 28. MAKE DATA-BASED DECISIONS • Track helpful data, focus on ‘good’ data not unreliable or invalid data • Consider the behavioural impact of targets and incentives – e.g., tick & flick culture, the TRIFR effect driving underreporting • Make decisions based on data • Use data to act, make changes and do things differently
  • 29. 1. Leading with a vision 2. Actively caring 3. Being curious 4. Making data-based decisions WHICH OF THE FOUR PRINCIPLES DO YOU FEEL YOUR ORGANISATION NEEDS TO INVEST IN NOW? POLL
  • 31. OUTCOME OF A POSITIVE SAFETY APPROACH • Senior leaders are committed to safety • Safe decisions and actions will be backed and supported • Positive safety behaviours recognised • Increased reporting of hazards, mistakes & near miss • Collaborating to find solutions • Safety participation & initiative Best possible outcome
  • 32. Natural Disaster or ‘Man-Made’?
  • 33. ...the fundamental causes were to be found in the ingrained conventions of Japanese culture: a reflexive obedience; a reluctance to question authority; and a devotion to 'sticking with the program’.
  • 34. SAME EVENT, TWO DIFFERENT SAFETY CULTURES Image: Wikimedia Commons
  • 35. Increased productivity and performance OUTCOMES OF A POSITIVE SAFETY WORKPLACE Increased discretionary effort and voluntary reporting Promotes innovative and creative team members Strong cohesive team culture Resilient and highly motivated team
  • 36. Learn More About Positive Safety in Your Organisation Would you like a copy of Positive Safety in Your Organisation? Hot off the press, this document is a result of 20 years of applied experience and represents the progression of our safety methodology from ZIP to Positive Safety. DISCOVER MORE Express your interest
  • 37. Safety Climate Survey Would you like more information on Sentis' Safety Climate Survey? DISCOVER MORE Express your interest
  • 38. sentis.com.au 1300 653 042 Copyright © Sentis Pty Ltd 2023. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and registered trademarks. No material from this document is to be reproduced or used in any format without express written permission. DR VANESSA THIELE Positive Safety Specialist Email: vanessa.thiele@sentis.com.au Q&A OVER TO YOU https://www.linkedin.com/in/dr-vanessa-thiele-1648881b