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Culture of intervention vpp16

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Safety interventions and culture change are quickly becoming two of the most important aspects of Safety Management, yet the research behind and skills needed to drive these principles is often misunderstood. This interactive workshop will teach a Human Factors approach to both interventions and culture and the participants will leave with a research proven strategy to drive intervention in their own organizations.

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Culture of intervention vpp16

  1. 1. Creating a Culture of Intervention Michael Allen
  2. 2. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Creating a Culture of Intervention Agenda ‣ Overview of Intervention ‣ The Mechanisms Driving Culture ‣ Changing Culture ‣ Making Intervention Part of Your Culture
  3. 3. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Safety Intervention Intervention ‣What is it? ‣Why is it important?
  4. 4. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Safety Intervention How often do people speak up when they see something they think is unsafe?
  5. 5. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Safety Intervention People speak up only 39% of the time. (2010 Study of Safety Intervention) Read the Study in EHS Today http://ehstoday.com/safety/management/study-safety-intervention-0701
  6. 6. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture: Like the water we swim in • We do not normally think about it. • We do not normally notice its influence. What Is Culture?
  7. 7. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Taken-for-granted behaviors Things that we do without considering whether they are right, wrong, proper or improper. What Is Culture?
  8. 8. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. As a concept, it is often confusing and nebulous. If we can understand the mechanisms that drive it, we can make adjustments. What Is Culture?
  9. 9. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Where does culture come from? It is the product of our brains doing what they always do. The Mechanisms
  10. 10. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Where does culture come from? It is the product of our brains doing what they always do. Problem Solve Automate + Generalize + The Mechanisms
  11. 11. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Problem Solve Our brains figure out a way of doing things that works in a given situation. The Mechanisms
  12. 12. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Our brains are continually trying to solve these two problems: How do I fit in (“cohere”)? How do I achieve my goals? ? Problem Solve The Mechanisms
  13. 13. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Recognition from Others Safety Rules Physical Layout Resources Communication Threat of Discipline Deadlines Agendas What Others Do ToolsEquipment Career Opportunity Bonus System Pay Check Temperature Time Pressure Workplace Layout Incentive Program The Mechanisms
  14. 14. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Deadlines Tools Recognition from Others Safety Rules Physical Layout Resources Communication Threat of Discipline Agendas What Others DoEquipment Career Opportunity Bonus System Pay Check Temperature Time Pressure Workplace Layout Incentive Program CONTEXT The Mechanisms
  15. 15. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Systems The Mechanisms These are the organizational influences on people’s decisions and behaviors. ‣ Rules ‣ Procedures ‣ Incentives ‣ Schedule / Timing
  16. 16. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Surroundings The Mechanisms These are the physical influences on people’s decisions and behaviors. ‣ Equipment ‣ Resources ‣ Climate ‣ Layoute
  17. 17. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Others The Mechanisms These are the social influences on people’s decisions and behaviors. ‣ Modeling ‣ Pressure ‣ Praise & Criticism ‣ Help
  18. 18. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Others The Mechanisms Where they allocate resources Who they promote/demote and why Who they recognize/criticize/ reprimand and why What values and expectations they informally communicate What values and expectations they informally model Leaders play a special role…
  19. 19. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Self These are the personal influences on people’s decisions and behaviors. ‣ Knowledge ‣ Motivation ‣ Ability ‣ Attention ‣ Habits The Mechanisms Context
  20. 20. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Our brains then automate the efforts that work within a given context. “Automation” The Mechanisms
  21. 21. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Our brains then automate the efforts that work within a given context. These become our “taken- for-granted” behaviors. “Automation” The Mechanisms
  22. 22. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Changing Culture
  23. 23. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Change Context and you Change Culture Changing Culture Systems Surroundings Others Self Systems Surroundings Others Self
  24. 24. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention © 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063 3 Analyze the working context for factors that inhibit or undermine this specific behavior. CULTURE CHANGE STRATEGY 4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context? ‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.” SELF OTHERS SURROUNDINGS SYSTEMS 1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute. 2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior. C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O N TM
  25. 25. 3 Analyze the working context for factors that inhibit or undermine this specific behavior. CULTURE CHANGE STRATEGY SELF OTHERS SURROUNDINGS SYSTEMS 1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute. 2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior. C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O N TM Culture of Intervention
  26. 26. 3 Analyze the working context for factors that inhibit or undermine this specific behavior. CULTURE CHANGE STRATEGY SELF OTHERS SURROUNDINGS SYSTEMS 1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute. 2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior. C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O N TM Culture of Intervention
  27. 27. 3 Analyze the working context for factors that inhibit or undermine this specific behavior. CULTURE CHANGE STRATEGY SELF OTHERS SURROUNDINGS SYSTEMS 1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute. 2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior. C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O N TM Culture of Intervention
  28. 28. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Step #3 Analyze the working context to understand why people do not intervene. Systems Surroundings Others Self Systems Surroundings Others Self Culture of Intervention
  29. 29. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. DISCUSSION What keeps people from speaking up in your organization? Culture of Intervention
  30. 30. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Reactance Social Incongruence Confirmation Bias + + The “Perfect Storm” of Inhibitors
  31. 31. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Reactance Social Incongruence Confirmation Bias + +
  32. 32. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Reactance Social Incongruence Confirmation Bias + +
  33. 33. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Reactance The urge to resist or do the opposite of what someone tells you to do.
  34. 34. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Become Defensive Do Not Become Defensive Across industries, people become noticeably defensive 28% of the time that someone intervenes. That’s about 1 out of every 4 times
  35. 35. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Become Angry Do Not Become Angry Across industries, people become noticeably angry 1 out of every 6 times that someone intervenes.
  36. 36. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Reactance Social Incongruence Confirmation Bias + +
  37. 37. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Social Incongruence The stress that we feel when we are in tension with others.
  38. 38. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Reactance Social Incongruence Confirmation Bias + +
  39. 39. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Confirmation Bias We are extremely good at justifying what we have already concluded.
  40. 40. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Confirmation Bias “No one else has said anything, so it must not be that big of a deal.”
  41. 41. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention Confirmation Bias “He is an experienced employee. He knows the risk he’s taking.”
  42. 42. 3 Analyze the working context for factors that inhibit or undermine this specific behavior. CULTURE CHANGE STRATEGY SELF OTHERS SURROUNDINGS SYSTEMS 1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute. 2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior. C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O N TM Culture of Intervention
  43. 43. 4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context? ‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.” OTHERS SURROUNDINGS SYSTEMS Culture of Intervention
  44. 44. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture Change Strategy Step #4 Identify ways to change the context so that speaking up about safety issues… ‣is perceived as socially expected and accepted, ‣and leads to personal success. Systems Surroundings Others Self Systems Surroundings Others Self Culture of Intervention
  45. 45. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. DISCUSSION How could you change the context so that speaking up… ‣Is perceived as socially expected and accepted? ‣Leads to personal success? Culture of Intervention
  46. 46. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. When people are confident that they can speak up w i t h o u t p r o d u c i n g defensiveness (“reactance”), t h e y s t o p “ r e a s o n i n g backwards.” Culture of Intervention Reactance Social Incongruence Confirmation Bias ➡ ➡ One Piece of the Solution
  47. 47. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention ENABLE PEOPLE TO RECEIVE INTERVENTION WITHOUT REACTANCE Others Self Others
  48. 48. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention “The Reactance Habit” We are inclined to resist and react defensively when we perceive that someone is trying to control us. ENABLE PEOPLE TO RECEIVE INTERVENTION WITHOUT REACTANCE
  49. 49. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. ENABLE PEOPLE TO CONDUCT THE INTERVENTION CONVERSATION WITHOUT TRIGGERING DEFENSIVENESS Culture of Intervention Others Self SYSTEMS Self
  50. 50. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. ENABLE PEOPLE TO CONDUCT THE INTERVENTION CONVERSATION WITHOUT TRIGGERING DEFENSIVENESS STOP ASK FIX Culture of Intervention
  51. 51. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. STOP ASK FIX SAY THE FIRST 10-20 WORDS TO STOP THE UNSAFE OPERATION WITHOUT TRIGGERING DEFENSIVENESS Culture of Intervention
  52. 52. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. STOP ASK FIX UNCOVER THE REAL REASON(S) SO THAT IT CAN BE CHANGED FOR GOOD. Culture of Intervention
  53. 53. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. STOP ASK FIX FIND A WAY TO SUSTAINABLY CHANGE BY FIXING THE REAL UNDERLYING REASON(S). Culture of Intervention
  54. 54. © 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC. Culture of Intervention ENABLE LEADERS TO BE MODELS OF EFFECTIVE INTERVENTION SYSTEMS Others Self Others
  55. 55. Creating a Culture of Intervention Michael Allen
  56. 56. Resources for You theradgroup.com/vpp-16 Access Slides Ask Questions Michael Allen 17th @ 11:30 18th @ 2:45 Mike Allen 17th @ 1:45 & 3:00 18th @ 10:00 & 1:15 Ron Ragain 17th @ 11:30 & 1:45 Phillip Ragain 18th @ 1:15 & 2:45

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