Safety Compass Asse Region 3

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My presentation from Region III ASSE Conference 2012.

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Safety Compass Asse Region 3

  1. 1. ® A Practical Guide to Sustainably Changing Unsafe Operations© 2010 The RAD Group, L.L.C. © 2012 The RAD Group, L.L.C.
  2. 2. ®Agenda• Safety, Complex Systems & Intervention•Cross-Industry Study of Intervention• SafetyCompass Training © 2011, The RAD Group LLC
  3. 3. SAFETY, COMPLEXITY & INTERVENTIONHazards are part of our workenvironments.Measures are taken to keep hazardsfrom resulting in incidents.
  4. 4. SAFETY, COMPLEXITY & INTERVENTION Mechanical Safeguards: ‣ Barriers against incident/injury Procedural Safeguards: ‣ Guidelines for reducing exposure
  5. 5. SAFETY, COMPLEXITY & INTERVENTIONOur workplaces are…‣ Dynamic‣ ComplexMechanical & procedural safeguards are…‣ Static‣ Slow to Adapt/Change
  6. 6. SAFETY, COMPLEXITY & INTERVENTIONWe need an additional solution that is…‣ Ubiquitous (present throughout the system)‣ Reactive‣ Adaptive
  7. 7. SAFETY, COMPLEXITY & INTERVENTIONDirect human intervention can be…‣ Ubiquitous (present throughout the system)‣ Reactive‣ Adaptive
  8. 8. SAFETY, COMPLEXITY & INTERVENTION The Problem: Intervene Do Not InterveneEmployees intervene about 39% of the 39%time they see others 61% doing something unsafe.
  9. 9. INTERVENTION: WHY WE DON’T SPEAK UP Why do we not speak up?
  10. 10. INTERVENTION: WHY WE DON’T SPEAK UPWhen asked why they don’t intervene, 25% said. . . “Because it would not make a difference.”
  11. 11. INTERVENTION: WHY WE DON’T SPEAK UPWhen asked why they don’t intervene, 19% said. . . “Because the other person would become defensive or angry.”
  12. 12. INTERVENTION: WHY WE DON’T SPEAK UPThree Failed ApproachesCharmBe so nice that the person is suckered into being safe.PushForce the person to be safe despite himself.‣Attack, Criticize, Yell, ManipulateRetreatYou can’t change the person, so why risk an argument?
  13. 13. INTERVENTION: WHY WE DON’T SPEAK UP Charm
  14. 14. INTERVENTION: WHY WE DON’T SPEAK UP
  15. 15. INTERVENTION: WHY WE DON’T SPEAK UPEmployeesimmediately changetheir behavior about79% of the timesomeone intervenesin their unsafe act.
  16. 16. INTERVENTION: WHY WE DON’T SPEAK UPEmployeessustainably changetheir behaviorabout 48% of thetime someoneintervenes in theirunsafe act.
  17. 17. INTERVENTION: WHY WE DON’T SPEAK UP In other words,“Intervening often does not make a difference.”
  18. 18. INTERVENTION: WHY WE DON’T SPEAK UP Push
  19. 19. INTERVENTION: WHY WE DON’T SPEAK UP
  20. 20. INTERVENTION: WHY WE DON’T SPEAK UPEmployees become Become Defensivedefensive 1 out of Do Not Become Defensiveevery 4 times thatsomeone stopstheir unsafe act 27%and talks with 73%them about it.
  21. 21. INTERVENTION: WHY WE DON’T SPEAK UPEmployees become Become Angryangry 1 out of Do Not Become Angryevery 6 times thatsomeone stopstheir unsafe act and 16%talks with them 84%about it.
  22. 22. INTERVENTION: WHY WE DON’T SPEAK UP In other words,“The other person often becomes defensive or angry.”
  23. 23. INTERVENTION: WHY WE DON’T SPEAK UP Retreat
  24. 24. INTERVENTION: WHY WE DON’T SPEAK UP
  25. 25. INTERVENTION: WHY WE DON’T SPEAK UP We don’t speak up because we struggle to do so effectively.
  26. 26. TM1 2 3 4Stop Ask Find a Fix Ensure the Fix © 2012, The RAD Group LLC
  27. 27. TRAINING OUTLINEEach module provides:‣ Conceptual Framework‣ Skills-based Process‣ Skills Application (“Practice”)
  28. 28. TRAINING OUTLINEEach module provides:‣ Conceptual Framework‣ Skills-based Process‣ Skills Application (“Practice”)
  29. 29. STOP 1When I See Something I Say Something
  30. 30. STOPThe PurposeEngage the person at the right time, about theright issue, in the right way to remove the safetyrisk.
  31. 31. STOPThe PitfallsTake a wrong step and you might fail to stop theunsafe behavior . . . or worse, fail and end up inan argument.‣ DEFENSIVENESS‣ BLAME‣ WRONG PROBLEM‣ BAD TIMING
  32. 32. STOPThe PitfallsTake a wrong step and you might fail to stop theunsafe behavior . . . or worse, fail and end up inan argument.‣ DEFENSIVENESS‣ BLAME‣ WRONG PROBLEM‣ BAD TIMING
  33. 33. STOPDefense 101:We are predisposed to protect our . . .‣ Bodies (physical attack)‣ Property (theft)‣ Dignity (personal criticism)‣ Reputation (public ridicule)
  34. 34. STOPDefense 101:We are predisposed to protect our . . .‣ Bodies (physical attack)‣ Property (theft)‣ Dignity (personal criticism)‣ Reputation (public ridicule)
  35. 35. STOP
  36. 36. STOP
  37. 37. STOPBlame 101:“The Fundamental Attribution Error”When others do something wrong or bad, we jumpto a conclusion.“They are lazy, careless, reckless, stupid. . . haveno respect for others.”
  38. 38. STOPBlame 101:When asked why the people they work with dothings that are unsafe, more than 80% said,“Because they don’t want to make the extra effortto do the job the safe way.”
  39. 39. STOPBlame 101:When asked about themselves, only about 4%said,“Because I don’t want to make the extra effort todo the job the safe way.”
  40. 40. STOPFour SkillsLearn four skills to stop unsafe actions and avoidpitfalls.‣ Remove the Risk‣ State the Problem‣ Stick to the Facts‣ Use a Do/Don’t Statement
  41. 41. ASK 2Learn the Real Reason
  42. 42. ASKAfter you Stop the person to remove the risk, itis vital that you find out why the person wasbeing unsafe.
  43. 43. ASKThe PurposeUncover the REAL reason(s) behind unsafebehavior so that it can be changed for good.
  44. 44. ASKThe ProcessAsk the person the right way to learn the realreason(s) behind the unsafe behavior.Before learning the skills, let’s address the basics:‣ When‣ What to Look for‣ How to Ask
  45. 45. ASKThe ProcessAsk the person the right way to learn the realreason(s) behind the unsafe behavior.Before learning the skills, let’s address the basics:‣ When‣ What to Look for‣ How to Ask
  46. 46. ASKWhat to Look for: When people do stupid things
  47. 47. ASKWhat to Look for: When people do stupid things
  48. 48. ASKIt Makes Sense (from the inside)What looks crazy, evil or stupid from the outsidemakes a lot of sense from inside the person’scontext.
  49. 49. ASK“Local Rationality”The factors that are most obvious, pressing andsignificant from one person’s point of view aren’tnecessarily obvious, pressing or significant fromanother person’s point of view.But this set of factors determines what makessense and what doesn’t.
  50. 50. ASKContext Is EverythingYour context determines whatactions make sense and what Contextactions don’t.The second part of theintervention - Ask - is aboutlearning why it makes sense tothe person to do somethingunsafe.
  51. 51. ASKIf you don’t understand the person’s context, youwon’t understand why the person did somethingunsafe.
  52. 52. ASKIf you don’t understand the person’s context, youwon’t understand why the person did somethingunsafe.If you don’t understand why, you will not be ableto Find a Fix for the REAL reason(s) the personwas being unsafe.
  53. 53. ASKIf you don’t understand the person’s context, youwon’t understand why the person did somethingunsafe.If you don’t understand why, you will not be ableto Find a Fix for the REAL reason(s) the personwas being unsafe.If you can’t Find a Fix that works, you will notcreate lasting safety.
  54. 54. ASKSelf: Personal Factors SelfMotivation: Does or Doesn’t CareAbility: Can or Can’tKnowledge: Does or Doesn’t Know How; Is or Isn’t AwareHabits: On “Auto Pilot”Attention: “Blind” to the Hazard
  55. 55. ASK
  56. 56. ASK
  57. 57. ASK
  58. 58. ASKOthers: Social Factors OthersOthers do and say things that Selfproduce unsafe behavior.Help: Make It Easy or HardPressure: Peer-Pressure & AuthorityModeling: Behaviors Seem Normal
  59. 59. ASK
  60. 60. ASK
  61. 61. ASKSurroundings: Environmental FactorsPlaces & things can lead to unsafe Surroundingsbehavior. Others SelfEquipment: Tools & Other ThingsClimate: Temperature, Light, Wind, Etc.Layout: Where Things Are Located
  62. 62. ASK
  63. 63. ASKSystems: Organizational FactorsOrganizations can put systems into Systemsplace that lead to unsafe behavior. Surroundings OthersRules: Company, Customer & Industry SelfRequirementsRewards/Punishments: “Carrots &Sticks”Procedures: How & When It Is Supposedto Be Done
  64. 64. ASKIt Makes Sense (from the inside)When you see someone dosomething unsafe, it’s your cueto get curious:“What am I not aware of that’sdriving their unsafe behavior?”
  65. 65. ASKFour SkillsLearn four skills to uncover the real reason(s)behind others’ unsafe behavior.‣ Don’t Guess‣ Ask Opening Questions‣ Ask Drill Down Questions‣ Listen Completely
  66. 66. ASKFour SkillsLearn four skills to uncover the real reason(s)behind others’ unsafe behavior.‣ Don’t Guess‣ Ask Opening Questions‣ Ask Drill Down Questions‣ Listen Completely
  67. 67. ASKWhat do you hate to do?“Lack of motivation” is rarelythe fundamental problemdriving someone’s unsafebehavior.There is usually some otherfactor that diminishesmotivation.
  68. 68. FIND A FIX 3F i n d a F i x fo r the Real Reason
  69. 69. FIND A FIXThe PurposeFind a way to sustainably change the unsafebehavior by fixing the real reasons behind it.
  70. 70. FIND A FIXThree SkillsLearn three skills to Find a Fix for the realreason(s) behind unsafe behavior.Motivate‣ Bring Consequences to Life‣ Connect to Self-RespectFacilitate‣ Invite Ideas
  71. 71. FIND A FIXWhat If You Can’t Fix It?That doesn’t mean you let it go unresolved!Your responsibility is to make sure the people whocan fix it know that they need to fix it.
  72. 72. FIND A FIX SystemsSurroundings Others Self Stop Ask Find a Fix
  73. 73. FIND A FIX SystemsSurroundings Others Self Stop Ask Find a Fix Leadership
  74. 74. FIND A FIX SystemsSurroundings Others Self Stop Ask Find a Fix Leadership FIX
  75. 75. E NSURE THE F IX 4 Keep an Eye on Improvement
  76. 76. ENSURE THE FIXThe PurposeMake sure the unsafe behavior or condition isfixed and stays fixed.
  77. 77. CASE STUDY: Land DrillingIncident Rate65% reduction in TRIR** Avg of 12 months prior as compared to avg of 7 months followinginitiation of program.
  78. 78. CASE STUDY: Land DrillingSeverity Rate89% reduction in Severity Rate** Avg of 12 months prior as compared to avg of 7 months followinginitiation of program.
  79. 79. ® More Information “A Study of Safety Intervention: The Causes and Consequences of Employees’ Silence,” EHS Today, June 2011. (article link) “Study: Employees intervene in only 2 of 5 observed unsafe acts,” Drilling Contractor Magazine, Jan/Feb 2011. (article link) http://www.theradgroup.com/safetycompass© 2010 The RAD Group, L.L.C. © 2012 The RAD Group, L.L.C.

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