This document discusses a new paradigm for loss control called "Inside-out Loss Control" or "Creative InterChange" that focuses on changing behaviors through observation and dialogue. It outlines several key concepts of this new paradigm, including risk control, understanding the causes and effects of accidents, and using Creative InterChange which involves authentic, appreciative, creative, and continual interaction. The document then describes an application of this paradigm called "TO DOTM" which stands for "Take time to Observe and to Dialogue in Order to solve". TO DOTM is presented as a process for helping change unsafe habits into conscious safe behaviors through observation, recognition, dialogue, and behavioral change facilitated by Creative InterChange principles.

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SynerChange
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Inside-out Loss Control
or
Creative InterChangeTM
and Behavioural Based
Safety
Johan Roels
SynerChange INTERNATIONAL N.V.

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Inside-out Loss Control
an element of the new
Business Paradigm
• The New Business Paradigm
• Risk Control
• Risks and the Causes and Effects
of Accidents
• Change is a Process

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INTERNATIONAL n.v.
A new Paradigm...
The New Business
Paradigm

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“The real act of discovery
consist not in finding new
lands but in seeing with new
eyes”
Marcel Proust

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“Actually any organization
that plans to wait for the
methods for
transformation to be
proven effective is
probably writing its own
epitaph”
Ralph H. Kilmann

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Paradigm Shift
A Paradigm
• Thomas S. Kuhn
• Joel A. Barker
• Adam Smith
• Stephen R. Covey
• Charlie Palmgren

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The birth of a New
Paradigm

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The different Paradigms
in Loss Control
• Heinrich
• Bird
• “Inside-out”

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Heinrich
The different Paradigms
in Loss Control

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Frank E Bird’s
‘iceberg’
?????
Lost Time Accident and Restricted Work Cases
Medical Treatments and First Aid Cases
Material Damages
Near Misses or Incidents
Risks,
Unsafe Situations and
Unsafe Acts
600
30
10
1

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Bird
The different Paradigms
in Loss Control

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The Paradigms in Loss Control and
the different Components of every
System
Technique
Organization
NumberofMishaps
Time

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Paradigms in Loss
Control
Time
Progress
Outside-in
Actual

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“Our current problems can
not be solved by using the
same way of thinking that
has created them”
Albert Einstein

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Paradigms in Loss
Control
Time
Progress
Outside-in
Actual

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The Paradigms in Loss Control and
the different Components of every
System
Technique
Organization
People
NumberofMishaps
Time

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Paradigms in Loss Control
Time
Progress
Creative InterChange™
Inside-out
Behavioural Based Safety
Outside-in
Actual

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The Underlying Concepts
of The New Paradigm
• Risk Control
• The Risks and the Causes &
Effects of Accidents or “The
Filtering Tower”
• The three Circles of Loss Control
• Creative InterChange™

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A new Paradigm...
Risk Control

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A new Paradigm...
The Risks and the
Causes & Effects of
Accidents or “The
Filtering Tower”

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EFQM Excellence Model
Policy &
Strategy
Partnership
s &
Resources
Processes
People
Results
Customer
Results
Society
Results
Key
Performanc
e
Results
E N A B L E R S R E S U L T S
I N N O V A T I O N A N D L E A R N I N
G
People
Manageme
nt
Leadership

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A new Paradigm...
Creative InterChange

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INTERNATIONAL n.v.

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Authentic
Interacting
Sharing with integrity your best
and encouraging others to share their best
Creative InterChangeTM

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Authentic
Interacting
Sharing with integrity your best
and encouraging others to share their best
Creative InterChangeTM
Appreciative
Understanding
Listening with humility to understand and
appreciate the best others know and value

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Authentic
Interacting
Sharing with integrity your best
and encouraging others to share their best
Appreciative
Understanding
Listening with humility to understand and
appreciate the best others know and value
Creative
Integrating
Building positives and wishes into “both/and”
innovative outcomes
Creative InterChangeTM

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Authentic
Interacting
Sharing with integrity your best
and encouraging others to share their best
Appreciative
Understanding
Listening with humility to understand and
appreciate the best others know and value
Creative
Integrating
Building positives and wishes into “both/and”
innovative outcomes
Continual
Improving
Acting on our best and remaining
open to learning what’s better
Creative InterChangeTM

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Time
Performance
Present
Situation
Future
Situation
Authentic Interacting
Continual Improving
Appreciative Understanding
Creative Integrating
Creative InterChange™

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An Application of
Inside-out Loss Control
TO DO™
Take time to
Observe and to
Dialogue in
Order to solve

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Basic Conditions of
TO DO™
Commitment and
Responsibility are a necessity
Participation and
Collaboration are simply not
enough
Take time to Observe and Dialogue in Order to solve

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The Importance of
Behavior
Take time to Observe and Dialogue in Order to solve

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The Origin of Habit-Behavior
Risk
Observation
Asessment
Decision
Behavior
+
Cons. +
Behavior -
Cons. -
Memory
(database of
experiences
)
Take time to Observe and Dialogue in Order to solve
1 23 4

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From
Unsafe Habit-Behavior to
Conscious Safe Behavior
• Which are the Barriers in the Change
Process: ‘From Unsafe Habits to Safe
Habits’?
• How do you Change a Habit
Take time to Observe and Dialogue in Order to solve

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TAKE time to
OBSERVE and to
DIALOGUE in
ORDER to Solve
Take time to Observe and Dialogue in Order to solve

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How to become
more Alert?
By Changing our
Behavior!
• Changing our Behavior is Learning
• When do we really have Learned
something?
• Can we Learn from Each Other?
Take time to Observe and Dialogue in Order to solve

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How to become
more Alert?
By Changing our
Behavior!
• A Condition for Learning: Observing and
Listening adequately
• Creative InterChange™ the Foundation of
the Learning Process
Take time to Observe and Dialogue in Order to solve

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Changing a Habit
through...
• Changing your Mindset
• With help from Others
• Doing and keep on Doing i.e. the
Repetition of the New Behavior until it
becomes a Good Habit
Take time to Observe and Dialogue in Order to solve

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Reflection, Decision
and Continuous
Exercise of the New
Behavior Lead to a
New and Good Habit!
Take time to Observe and Dialogue in Order to solve

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Helping each other
in Changing an
Unsafe Habit-Behavior
into a
Conscious Safe
Behavior
through TO DO™
Take time to Observe and Dialogue in Order to solve

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The Principles of
TO DO™
• Make Safety Equal;
• Observe People Working;
• Use all Senses and your Bio
Computer;
• Enter into a Real Dialogue;
• Understand Appreciatively and
Make Agreements
Take time to Observe and Dialogue in Order to solve

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« We do not expect a machine to operate
efficiently without proper break-in, preventive
maintenance, regular observation, close
attention, and required corrective actions.
Nor should we expect a person to perform
properly without similar attention »
George L. Germain
Take time to Observe and Dialogue in Order to solve

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Practical TO DO™T
A
K
E
T
I
M
E
T
O
O
B
S
E
R
V
E
R
E
A
N
D
T
O
D
I
A
L
O
G
U
E
IN ORDER TO
SOLVE
PREPARE
WALK AND STOP
OBSERVE
RECOGNIZE AND
EVALUATE
RECOGNIZE
DIALOGUE
Authentic Interaction
Appreciative Understanding
Creative Integrating
Continuous Improving
BEHAVIOURAL CHANGE
TALK
Appreciation
Safety Aspects
Thanks
REINFORCEMENT
OF BEHAVIOUR
Risky
Behavior?
NO
YES

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Observation
Categories
• Reactions of People
• Personal Protective Equipment (PPE)
• Positions of People
• Tools/Equipment
• Procedures
• Orderliness/Tidiness
Take time to Observe and Dialogue in Order to solve

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Housekeeping
« be clean and
orderly »
A place is in order when there are
no unnecessary things about
and when all necessary things
are in their proper places.
Take time to Observe and Dialogue in Order to solve

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Time
Performance
Actual
Behavior
Future
Behavior
Authentic Interacting
Continual Improving
Appreciative Understanding
Creative Integrating
Dialogue using
Creative InterChange™
Take time to Observe and Dialogue in Order to solve

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TO DO™
• De-briefing
• Record
• Follow-up
Take time to Observe and Dialogue in Order to solve

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TO DO™
USE OF INFORMATION
– Record of Promises
– System for Follow-up
– Analysis of Data
– Review Process of TO DO™
– Return of Experiences
– Training
Take time to Observe and Dialogue in Order to solve

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Presentation of
Experiences
Analysis of Strong Points and Problems
Supplementary
Information
Take time to Observe and Dialogue in Order to solve

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Time
Performance
Actual
Behavior
Future
Behavior
Authentic Interacting
Continuous Improvement
Appreciative Understanding
Creative Integrating
Dialogue using
Creative InterChange™
Take time to Observe and Dialogue in Order to solve

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Facts, Observations,
Objective Data
Goals, Objectives,
Ideals
Concepts, Ideas, Vision,
Mindset, Frame of
Reference
Strategy, Resources,
Approach, Action Plan
Commitment
Definition of
Problem
Result:
a
(temporary)
Insight
Result:
a
(temporary)
Decision
?
LEARNING CHOSING

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A Good Dialogue!
• Authentic Interacting
• Integrity
• Humility
• Advocate
• Inquire
• Appreciative Understanding
• The Lather of Inference
• Confirmed Paraphrasing
• Creative Integrating
• Polarity Thinking
• 4+ and a Wish

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The Ladder of InferenceI take
Actions
based on my
beliefs
I adopt
Beliefs
about the world
I draw
Conclusions
I make
Assumptions
based on the
meanings I added
I add
Meanings
(cultural and personal)
I select
Data from
what I observe
Observable
data and
experiences
The reflexive
loop
(our beliefs affect what data
we select next time)
The reflexive
loop
(our beliefs affect what data
we select next time)

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From Unsafe
Habit-Behavior to
Conscious Safe Behavior
• Is it possible to be always Lucky?
• Do you know Murphy’s Law?
• Are we Unlucky or did we not work
enough to be Lucky?
• “Remember Charlie”
Take time to Observe and Dialogue in Order to solve

55. © 2001
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Contract with Myself
I, …………….., do hereby declare that I
will use regularly the practical TO DO™
by which I will prevent Accidents and
Near Misses from happening!
Feluy, ……………..
……………..……………..
Take time to Observe and Dialogue in Order to solve