6. 5
• It won’t happen to me!
• I’ve been doing this job for 15 years …
• I’m CAREFUL!
• I don’t want to get (someone) in trouble!
7. 6
BETARI BOX MODEL
MY ATTITUDE
AFFECTS
MY BEHAVIOR
AFFECTS
YOUR ATTITUDE
AFFECTS
YOUR BEHAVIOR
AFFECTS
8. 7
What’s Your Excuse?
1. Get it done.
2. Undiscussed incompetence - unsafe practices that
stem from skill deficits that can’t be discussed.
3. Just this once - unsafe practices that are justified
because they are exceptions to the rule.
4. This is overboard - unsafe practices that bypass
precautions management or workers consider
excessive
5. Are you a team player - unsafe practices that are
justified for the good of the team, company or
customer.
What’s Your Excuse?
What’s your Excuse?
9. 8
Communication
Principles of Health & Safety Communication
• Address communication barriers
• Effective communication increases motivation
• The more people a “communication” goes
through, the more distorted it becomes
Commuication
11. 10
Employee Buy-In
How to get employees engaged in your workplace
safety message:
• Watching it (training videos)
• Hearing it (discussion & feedback on safety
issues)
• Reading it (posters, email newsletter)
Employee Buy-in
12. 11
Employee Buy-In
Employee Involvement – Why?
• Provides the means for everyone to develop and
express their own commitment to safety and health
• Involves the persons most in contact with potential
safety and health hazards
• Utilizes everyone’s wide range of experience
Everyone is more likely to support and use
programs in which they have input
Employee Buy-in
13. 12
Employee Buy-In
Employee Involvement - How?
How do you get employees involved in the safety
and health process at your workplace?
Key question:
What is keeping employees from participating in
the safety and health process?
Employee Buy-in
14. 13
Employee Buy-In
• Recognition for Achieving Goals (individual and/or
facility)
• Safety Events
• Discussion of and feedback on safety issues
• Questionnaires/Suggestion Boxes
• Build safety into your facility’s communications
Potential Ways to get Employee Involvement
Employee Buy-in
15. 14
Employee Buy-In
Protect employees’ voices
Give employees something meaningful to do
Show results
Provide positive consequences
Make people aware of their impact on safety
Employee Buy-in
18. 17
Safety Excellence
What is “Safety Excellence”
• Safety means prevention of injury or loss
• Excellence means superiority
Safety Excellence
19. 18
Safety Excellence
Why Move to Safety Excellence?
• An average of 4,713 people annually are killed on
the job over the past 4 years.^
• Over 250,000 productive years of life lost
annually – more than from cancer &
cardiovascular disease combined
^ According to the Bureau of Labor Statistics
Safety Excellence
20. 19
Compliance
Why not be satisfied with compliance?
Won’t it get the job done?
What more do we need?
Compiance
21. 20
Compliance
There are still too many incidents in the
workplace costing too many lives.
The traditional compliance-based approach
doesn’t seem to be doing the job.
WHY NOT?????
Compiance
22. 21
Compliance
Is it the safety program?
or
Is it the management system driving
the organization’s behavior?
Compiance
23. 22
It is the culture
Culture is the major determinant in the behavior
of an organization and it’s people
Implementing a behavior-based safety process
without a solid cultural foundation to support it is
cause of most behavior-based safety failures
It is the culture
34. 33
Culture Study
Major Disasters
Common Threads
Space Shuttle Challenger
Space Shuttle Columbia
Three Mile Island
Chernobyl
Deepwater Horizon Oil Spill
Edwin L. Zebrowski, “Lessons-Learned from Man-Made Catastrophes” 1991
Culture Study
35. 34
Culture Study
• The Common threads that emerge from these
accidents identify cultural elements that
allowed them to happen
• Do any of these common threads exist in your
workplace?
Culture Study
36. 35
Shuttle Culture Study
• Unclear who was responsible for what
• Rigid communication channels
• Decision-makers too distant from the field
• Mindset that success is routine, fortifying a
belief that everything is ok, “we’re in good
shape”
Shuttle Culture Study
37. 37
Shuttle Safety Culture
• Safety is not a priority – it is a corporate value
• All levels of management accountable
• Safety performance measured & tied to
compensation / incentives
• Safety integrated into all operations
Shuttle Safety Culture
38. 38
Shuttle Culture Study
• Safety resources and techniques were
available but not used
• There was undefined responsibility, authority,
and accountability for safety
Shuttle Safety Culture
39. 41
Shuttle Culture Study
• Belief that rule compliance is enough for
safety (If we’re in compliance – we’re ok)
• Team-player emphasis with no tolerance for
whistle-blowers
o “culture of silence”
Shuttle Safety Culture
40. 43
Shuttle Culture Study
Emergency drills & procedures for severe
events were lacking
Design and operating features were confusing
and complex but were allowed to exist
although recognized as hazardous elsewhere
Shuttle Safety Culture
41. 45
Shuttle Culture Study
• Problems experienced from other locations not
applied as “lessons learned”
• Lessons learned not built into the system
– Defects / errors became acceptable
Shuttle Safety Culture
42. 36
Deepwater Horizon Oil Spill
From the article in June 20, 2010 Patriot News
Harrisburg Tangled, oily mess
“ …
The six-member panel of Coast Guard and Minerals
and Management Services officials pressed for
answers about what occurred on the rig on April 20
before it exploded. They wanted to know who was in
charge, and heard conflicting answers.
They pushed for more insight into an argument on
the rig that day between a manager for BP, the well’s
owner, and one for Transocean, the rig’s owner, and
asked Curt R. Kuchta, the rig’s captain, how the crew
knew who was in charge.”
Deepwater Horizon Oil Spill
43. 40
Tangled, oily mess continued:
’It’s pretty well understood amongst the crew
who’s in charge,’ he said
‘How do they know that?’ a Coast Guard
investigator asked.
‘I guess, I don’t know,’ Kuchta said. ‘But it’s
pretty well – everyone knows.’”
…
“Amid this tangle of overlapping authority and
competing interests, no one was solely responsible
for ensuring the rig’s safety, and communication
was a constant challenge.”
Deepwater Horizon Oil Spill
Deepwater Horizon Oil Spill
44. 42
Taken from Tangled, oily mess
“…
Steve Bertone, the chief engineer for Transocean,
wrote in his witness statement that he ran up to the
bridge where he heard Kuchta screaming at a worker,
Andrea Fleytas, because she had pressed the distress
button without authorization.
Bertone turned to another worker and asked him if
he had called to shore for help but was told he did
not have permission to do so. Another manager tried
to give the go-ahead, the testimony said, but
someone else said the order needed to come from
the rig’s offshore installation manager.”
Deepwater Horizon Oil Spill
Deepwater Horizon Oil Spill
45. 44
Taken from Tangled, oily mess
“…
…they asked for and received permission from
federal regulators to exempt the drilling project
from federal law that requires a rigorous type of
environmental review, internal documents and
federal records indicate.
…
Regulations have not kept up with the risks that
deepwater drilling poses.
…regulators have not required technology and
strategies for deepwater spills to be improved.”
Deepwater Horizon Oil Spill
Deepwater Horizon Oil Spill
46. 46
Taken from Tangled, oily mess
“… a hodgepodge of oversight agencies granted
exceptions to rules, allowed risks to accumulate and
made a disaster more likely on the rig, particularly
with a mix of different companies operating on the
Deepwater whose interests were not always in sync.…
… As early as June 2009, BP engineers had expressed
concerns in internal documents about using certain
casings for the well because they violated the
company’s safety and design guidelines. But they
proceeded with those casings.”
Deepwater Horizon Oil Spill
Deepwater Horizon Oil Spill
47. 47
Culture Study
Would you agree that what was true of
the NASA culture study of 1991 would
also be true of a study of this oil spill in
2010?
All of us need to do better - NOW
Culture Study
48. 39
Why is Culture Important?
• It is an atmosphere we work in that
shapes our behavior
• Unwritten rules that define what’s really
important in an organization
• Invisible force that largely dictates the
behavior of employees & management
Why is Culture Important?
49. 48
• “Perceptions are reality”
• The ultimate “customer” of safety is the
employee
• Measures differences in the way employees &
management think about safety
• Gaps in perceptions provide starting point for
improving safety culture
Employee Perception Survey
50. 49
Notice to Participants: This is a confidential survey. Please do not put your
name on the form. Please answer each question by circling the most accurate
answer using a scale of 1 to 5.
Employee Perception Survey
Never Seldom Sometimes Often Always or
or Almost
Rarely Always
1 Unsafe conditions are corrected immediately 1 2 3 4 5
2 When I see a hazard I correct it or report it to 1 2 3 4 5
a supervisor
3 Management measures the safety efforts of 1 2 3 4 5
supervisors
4 Supervisors actively look for safety hazards 1 2 3 4 5
5 Supervisors face consequences for poor safety 1 2 3 4 5
performances
6 Management recognizes and rewards good 1 2 3 4 5
safety efforts
7 My supervisor lets me know if I am working 1 2 3 4 5
safely
8 Supervisors regularly observe employees to 1 2 3 4 5
make sure they are working safely
9 I receive positive feedback from my supervisor 1 2 3 4 5
for working safely
10 I receive adequate training about how to do my 1 2 3 4 5
job safely
11 Employees are free to bring up safety concerns 1 2 3 4 5
without worry for their job
12 I regularly hear about the importance of safety 1 2 3 4 5
from managers
Employee Perception Survey
53. 52
• Safety is a separate
“add-on” program
• Safety committee
members are
policemen
• Safety generally
viewed as negative by
employees
• Safety is integrated
into all operations
• Safety committee
members are resources
& advisors
• Safety viewed as
positive
Reactive vs. Proactive
Reactive VS. Proactive
54. 53
• Accidents are believed
to be caused by
careless employees &
are unavoidable
• Focus on OSHA
compliance
• Safety is dictated
down to employees
• Accidents are seen as
defects in the system
& can be prevented by
fixing the system
• Focus on continuous
improvement
• Employees are
empowered & involved
in the process
Reactive vs. Proactive
Reactive VS. Proactive
55. 54
What Ails Us?
Symptoms
• Coughing
• Pale Skin
• Constricted pupils
• Pain
• Deformity
• Nausea/vomiting
Signs
• Elevated temperature
• High/low blood sugar
• Rapid pulse
• Shallow respiration
What Ails Us?
56. 55
What Ails An Organization
Symptoms
• Uncorrected hazards
• Low employee
involvement
• Fear
• Lack of feedback
• Poor safety practices
• Near-misses
• Leaders not walking the
talk
Signs
• High incident rates
• High frequency rates
• Low safety audit
scores
• Increased cost per
employee work-hour
What Ails An Organization
57. 56
You have to know where you are
before you can plot a course for
improvement
First Things First
58. 57
Awareness
Safety Handouts
Warning Signs
Recognition
Written Safety & Health Program
Training
Safety Responsibilities Assigned
Management Support
Safety Inspections
Accident Investigations
Incentive Programs
Shift
Management View of Safety
Management Commitment
Accountability
Safety Goals Established
Safety Activities Measured
Culture
No longer a program, it’s a culture
Safety is an integral part of operation
Leadership & Employee involvement
Low Risk
High Risk
Where are You?
59. 58
3 Steps to a REAL Safety Culture
• To get there you must take AIM
Assess your current culture
Implement changes
Maintain the culture change
3 Steps to a REAL safety Culture
60. 59
Hazard Assessment
• Employers must assess the workplace to
determine if hazards requiring PPE use are
present or likely to be present.
• If hazards requiring PPE are found or are
likely, employers must:
- Select and have affected employees use
appropriate PPE,
- Inform affected employees as to which PPE
was selected,
- Select PPE that properly fits each affected
employee.
Hazard Assessment
62. 61
Housekeeping
• Workplaces must be kept
clean, orderly and
sanitary.
• Workroom floors must be
maintained as clean and
dry as possible.
63. 62
Housekeeping Tips
Immediately clean up anything
on the floor that creates a slip
hazard: water, grease, paper,
dust or other debris.
Keep walkways clear of boxes
and other obstructions.
Close cabinets used for storage
when not in use.
Never block fire exits or fire
equipment.
64. 63
Housekeeping Tips
Make sure stacked materials do
not impede vision.
Don’t store items in or on
electrical panels or control
boxes.
Pick up and store tools in their
proper location immediately
after use.
Keep ventilation systems clear
of dust and debris and stored
materials.
65. 64
Housekeeping Tips
Make sure receptacles for waste
and debris are conveniently
located.
Remove combustible waste
often to minimize the fire
hazard.
Set a good example for other
employees by maintaining good
housekeeping in your work area.
66. 65
Personal Factor Warning Signs
• Death of spouse
• Marital separation
• Personal injury/illness
• Change in financial
state
• Change in work
• Foreclosure of loan
• Son/daughter leaves
home
• Change in work hours
• Change in social
activity
• Poor overall morale
• Fatigue
• Drinking/drugs
Personal Factor Warning Signs
Supervisors, tasked with the in-house Safety Mission, should have a firm understanding of safety needs. This is accomplished through a Job Safety Analysis, Inspections and use of other methods to create a workable safety program.
The main topics we’ll deal with include:
Supervisor Challenges to establishing a safety program
Hazard Identification toward which the program will be addressed
Incident Investigation to determine causal effects and remedial solutions against future occurrences
Additional Resources to aid the Supervisor toward program development.
Questions you’ll need to ask yourself regarding the creation of a working safety program would be:
What has been the hardest challenge for you to overcome when trying to set up this program?
Or, if no problems initially, once you’ve established the safety program, what could be your hardest challenge to be overcome?
Some challenges in establishing programs could be:
Attitudes of people used to doing things the “old” way. New ideas or innovations breed change. Some are reluctant to leave their comfort level and adapt to changes.
Communication. Will each person subject to the program understand the messages given by supervision or will biases create a “spin” or rumor mill.
Competing priorities may exist since safety issues may require the wearing of PPE which may slow down the process. Product reduction is also reducing units sold, thereby reducing profit.
Employee buy-in to the program is better assured if employees have a say in the result rather than having a program dictated to them.
Creation of Safety Awareness becomes the new reality by an informed workforce.
The attitudes viewed may be representative of various organizations. As observed, they are excuses, not reasons to reject a safety program.
The Betari Box Model is a cyclic method showing how attitudes from management can foster negative or positive reinforcement in an agency.
Your Excuse??
I just want to accomplish my job. I want to get it done!
Unsafe practices which may stem from the literacy of group members and other skill deficits
“I’m only working without gloves just this once to clear the line and get things moving again.”
“We’ve never had an injury at this point in production, so the use of PPE and other safety guards is counterproductive.”
“Just help me get this loaded on the truck so we can meet the deadline. This is for our premier client.”
Address communication barriers. Determine first where they are, why do they exist and develop methods or means to eliminate them.
Increase motivation through effective communication. People would rather be over-informed than under-informed or not informed.
Ensure your communications are “direct” to recipients without distortion. This can be accomplished through newsletters or postings where everyone addressed receives the same message. Little chance of distortion or improper “translation.”
Often a supervisor tasked with the Safety Program has other issues with which to contend.
As you’ll note, they run the gambit as those shown; time management, decentralization of the program; supervision required, as well as establishing SMART objectives: Specific, Measurable, Attainable, Relevant, and Time-Bound.
Getting the safety message to employees can be achieved by having them
Watch training videos
Hearing through discussion and feedback which involves them
As well as reading the message on posters and newsletters.
Remember the importance of involving each of your staff!
Everyone is more likely to support and use programs in which they have input.
Businesses are comprised of people with varying backgrounds, training and education-maximize the knowledge of your people!
Some agencies have lamented the lack of involvement of their staff.
Ask and define the reason(s) why they are reluctant to participate.
Since the success of any safety program is dependent upon the participation of your staff, management can show appreciation a variety of ways.
Some have provided recognition for goal achievement through awards and special notes in newsletters.
Obtain as much feedback from other staff not on your safety committee through discussion and suggestion boxes.
Make safety an intrinsic part of your operation-not a side-line.
Allow all to be heard.
If sub committees are established task them with specific duties or responsibilities.
Show results to others and show the positive results.
Make people aware of their impact on safety-not just at the workplace but show how it may make their home environment safe as well.
Here are some of the means to promote your program.
Some businesses provide incentives to those participating on committees; windbreakers, pizza at meetings.
Develop your own incentive program, it need not be expensive.
Now we’ll discuss Safety Excellence which goes beyond just complying with minimal standards or requirements.
As we know, “Safety Excellence” involves the Safety portion (the prevention of injury or loss), while Excellence envisions superiority in the endeavor.
The move toward excellence must view the statistics involved in your industry. Unfortunately this includes reviewing the mortality and injury numbers.
The loss of a fellow worker includes not only the personal loss but also the loss of talent which was a part of the business’s makeup.
“Well, we’re in compliance with the Regs! Isn’t that good enough?”
Regulations usually address the minimum acceptable actions. Since regulations must address a multitude of similar and dissimilar businesses, perhaps the regulations didn’t include specific aspects of yours.
There are still too many incidents in the
workplace costing too many lives.
The traditional compliance-based approach
doesn’t seem to be doing the job.
WHY NOT?????
What is keeping the program from being effective?
Is it the program, itself?
Or is it the management system which is supposed to be driving the organization’s behavior?
Culture is the major determinant in the behavior of an organization and it’s people.
Implementing a behavior-based safety process without a solid cultural foundation to support it is cause of most behavior-based safety failures.
Culture determines behavior,
both social and organizational.
Here we have a German company which manufactures earth-moving equipment. This is a tower climb they set-up to show their faith and trust in their fellow workers; the ones who made the equipment.
Then there are other situations that, by their very nature, we question. We ask, “Who permits this situation which could injure the worker and adjacent people?” Questions asked due to the legal liability issues in today’s society.
Does this person work in a cultural setting which for the sake of getting the job done, places the job over personal safety? Or was this the worker’s idea? Would this fall into the “I’m only doing this once to accomplish the job.” to set-up properly may take some additional planning and time. Possibly less time than this person would be injured or worse by comparison.
The culture must be able to see into the distance; be able to consider the worst possible outcome and move to remove these possibilities.
The culture must also make provisions to reduce the greatest number of possible injuries. In this slide, there is the potential for 5 injuries or worse.
The culture must disallow harmful “innovations” and realize that often there is a “cost to business” requiring specialty persons and equipment.
Your Safety program should also “borrow a page” from the historic record. Should this person be a victim to an excavation cave-in, there is little possibility of management stating it was unforeseeable.
There have been enough (far too many) similar situations to educate people against placing others in jeopardy.
Also, often unsafe acts committed at home may be brought by philosophy and concept to the office.
This shows those requirements for hazardous work during hazardous conditions. Policies for specialty agencies must be constructed to promote the highest conceivable level of safety.
After action investigations may give a view to conditions, attitudes and management as well as staff perceptions before the event.
Space Shuttle Challenger Study. Accident January 28, 1986
(Space Shuttle Columbia, accident, February 1, 2003)
Review these accidents/incidents to determine the commonality involved which may have contributed to them.
These may be acts of commission or omission.
The shuttle culture study determined weaknesses in:
Responsibility,
Communications
Location of decision-makers remote from point of most immediate need
Mindset which made itself think everything was okay.
Do you find similarities evolving?
Where safety is not a priority?
Lack of accountability at all levels of management?
Lack of reporting safety issues because safety was tied to incentives and compensation?
Was safety an overall part of the operation?
With the shuttle:
Safety resources and techniques were available but not used
There was undefined responsibility, authority, and accountability for safety
Do not jeopardize safety to thought that mere compliance is enough.
Permit input from your staff in determining safety needs. Do not foster or tolerate a culture of silence.
Since all businesses may subject to varying magnitudes and types of emergencies, plan for them and drill on the plan.
You have the ability to design your safety program (system)-do so.
There is truly a cultural problem when
Problems experienced from other locations are not applied as “lessons learned.”
And when lessons learned are not built into the system: Defects / errors become acceptable.
When you review the Deepwater Horizon Oil Spill, many significant elements emerge:
Conflicting statements concerning who was in charge, and
How was this communicated to staff
Don’t have a program which allows for presumptions or assumptions-have policies which structure permitted and unpermitted actions.
With Deepwater Horizon, you can see that a presumption was made concerning who’s in charge.
Deepwater: Indicate who is authorized to take emergency action.
Lack of communication and remoteness of management led to confusion.
Findings for which plans should have been targeted included:
Regulations had not kept up with risks the drilling posed,
Regulators did not require technology and strategies be improved for Deepwater spills.
Deepwater: Regulatory agencies allowed certain conditions to exist thereby contributing to the event.
Supervise your program! Where regulations apply—apply them.
Would you agree that what was true of the NASA culture study of 1991 would
also be true of a study of this oil spill in 2010?
All of us need to do better - NOW
Comparing these an other events, we need to determine if
The atmosphere in which we work shapes our behavior
Is safety still enacted even in the absence of written rules?
Does it constitute a force that dictates behavior of employees and management?
Perceptions ARE reality-what you see is what exists and is permitted within the organization.
Your ultimate customer of your safety program are your coworkers.
Ensure that management and staff are on the same page.
Discover gaps in the cultural philosophy and move to close them.
Here’s a self-quiz for your company which will help in your safety program planning.
A “5” in each category is your goal.
Now we’ll look at the difference between being Reactive or Proactive.
The left column is the Reactive side; the right side is the Proactive.
This comparison runs from the extremes on the left to the true atmosphere of a program on the right.
The left views accidents as something which can not be planned against.
It seeks to minimize the effort which ends up being a minimized result.
Just as the human system can display symptoms realized in signs to determine off-normal conditions, so can a safety program.
Look at your agency’s symptoms and how they reveal themselves in the internal operation.
Work on a “remedy” for each symptom.
You have to know where you are before you can plot a course for improvement
After performing an analysis using the checklist on slide #50, plot where your program stands at the present time.
To achieve a real safety culture you need to “take AIM.”
Assess your current culture,
Implement changes determined, then
Maintain the culture change devised.
This hazard assessment will aid in determining the type of PPE required.
If hazards exist or are likely, employers must
Select and have affected employees use the appropriate PPE
Inform affected employees as to which PPE was selected, and
Select properly fitting PPE.
This hazard assessment form shows the correlation between hazards found and PPE determination.
There are differences between comfortable and cluttered as well as between tolerable and deadly. Poor Housekeeping can cover a multitude of potential problems.
Therefore, Workplaces must be kept clean, orderly and sanitary.
Workroom floors must be maintained as clean and dry as possible.
All slipping hazards must be removed as soon as found.
Walkways should be kept clear of obstructions.
Keep cabinet doors closed and never block fire exists or equipment.
Don’t allow materials to impede vision when carrying them.
Keep electrical panels or control boxes clear.
Store tools properly immediately after use.
Keep ventilation systems clear of dust, debris, and vapors of stored materials.
Locate waste receptacles conveniently
Remove combustible waste often to minimize fire hazards
Set an example by maintaining your work area.
When investigating employees who may have contributed to the incident, realize there are situations called “Life Change Units” which may have had an influence on their actions.
This is not to say their actions were intentional but may have contributed to their distraction leading to the incident.
Some LCUs or personal factor warning signs are shown here. By changing or altering some, behaviors can also be changed.
