Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Winning at Safety vpp16


Published on

In this speech, Mike "Coach" Allen will use his experience as a 10 time HS state champion coach, safety manager, and 20 years consultant to define what winning at safety looks like in a modern workplace. To win at safety, you have to build a team that can succeed in the world of complex work environments where risks can be hidden and safety management systems can be too slow to adapt. To overcome these barriers, championship caliber teams will need to be agile which means they watch, question, intervene, and communicate to close gaps in the safety management system.

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Winning at Safety vpp16

  1. 1. Challenger Shuttle | 1986
  2. 2. Macondo - Deepwater Horizon | 2008
  3. 3. The World Is… ‣ Complex ‣ Dynamic ‣ Unpredictable
  4. 4. “Catch 22” The more layers of protection there are, the more complex and difficult to monitor things become.
  5. 5. We need something that is… ‣ Reactive ‣ Creative ‣ Everywhere
  6. 6. We need something that is… ‣ Reactive ‣ Creative ‣ Everywhere
  7. 7. Winning at Safety How your people make the difference Mike “Coach” Allen The RAD Group
  8. 8. Our team will be built for AGILITY
  9. 9. AGILITY ‣ Watching ‣ Questioning ‣ Intervening
  10. 10. Our Opponent It is not our people!
  11. 11. “Human Error” It is a convenient illusion that nearly all incidents are caused by human error.
  12. 12. Attributional Biases When others do something wrong or bad, we jump to a conclusion…
  13. 13. Attributional Biases “It was because of flaw in their character.” “They were careless, complacent, lazy…etc.”
  14. 14. It is a Culture of Attribution Our Opponent
  15. 15. It is a Culture of Blame Our Opponent
  16. 16. Our Opponent A culture of blame undermines agility.
  17. 17. A Culture of Blame Our Opponent ‣ It makes watching out for each other feel more like surveillance.
  18. 18. Our Opponent ‣ It makes asking questions feel more like “looking for dirt.” A Culture of Blame
  19. 19. Our Opponent ‣ It makes intervening feel more like reprimanding. A Culture of Blame
  20. 20. Our Roster Every person has a role on the team.
  21. 21. Our Game Plan ‣ Watching ‣ Questioning ‣ Intervening
  22. 22. Our Game Plan This game plan is already supported by people’s fundamental values.
  23. 23. ‣ People believe that they should intervene when they see something unsafe. Personal Values
  24. 24. ‣ People don’t want their coworkers to suffer from injuries. Personal Values
  25. 25. ‣ People don’t want environmental disasters to occur. Personal Values
  26. 26. ‣ People believe that health and wellbeing is more important than getting a job done quickly. Personal Values
  27. 27. So why do people regularly do things that are inconsistent with these values?
  28. 28. Human performance and decisions are profoundly influenced by the immediate context. Local Rationality CONTEXT
  29. 29. Contexts include people, the physical surroundings, and organizational systems. CONTEXT Local Rationality
  30. 30. Informal conversations are far more influential than banners and speeches. Leaders play a special role CONTEXT
  31. 31. When Do We Celebrate? When someone takes initiative to improve safety.
  32. 32. When Do We Celebrate? When someone questions a procedure.
  33. 33. When Do We Celebrate? When someone intervenes.
  34. 34. How Do We Know We’ve Won? When we have a culture in which people do these without hesitation.
  35. 35. Winning at Safety How your people make the difference Mike “Coach” Allen The RAD Group
  36. 36. Resources for You 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