Culture of intervention v1.2
•Download as PPTX, PDF•
1 like•296 views
The document discusses creating a culture of intervention in the workplace. It begins by defining intervention and explaining its importance for safety. It then discusses that people currently only speak up about unsafe behaviors 39% of the time. The rest of the document examines how to change workplace culture by understanding the mechanisms that drive it, such as problem solving, automation, and generalization by employees. It also identifies factors like reactance, social incongruence and confirmation bias that can inhibit intervention. The presentation provides strategies for analyzing the workplace context and addressing issues in order to create a strong culture where employees feel empowered to intervene when necessary.
More Related Content
Viewers also liked
Similar to Culture of intervention v1.2
Similar to Culture of intervention v1.2 (20)
More from The RAD Group
Recently uploaded
Recently uploaded (12)
Culture of intervention v1.2
- 1. Creating a Culture of Intervention Michael Allen & Phillip Ragain
- 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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. © 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
- 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. Our brains then automate the efforts that work within a given context. These become our “taken- for-granted” behaviors. “Automation” The Mechanisms
- 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. Changing Culture
- 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. Change Context and you Change Culture Changing Culture
- 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. Culture of Intervention
- 26. © 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 employees do not intervene. Systems Surroundings Others Self Systems Surroundings Others Self Culture of Intervention
- 27. © 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
- 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. Culture of Intervention Reactance Social Incongruence Confirmation Bias + + The “Perfect Storm” of Inhibitors
- 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. Culture of Intervention Reactance Social Incongruence Confirmation Bias + +
- 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 + +
- 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 The urge to resist or do the opposite of what someone tells you to do.
- 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 28% 72% 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
- 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 16% 84% Become Angry Do Not Become Angry Across industries, people become noticeably angry 1 out of every 6 times that someone intervenes.
- 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 Reactance Social Incongruence Confirmation Bias + +
- 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 Social Incongruence The stress that we feel when we are in tension with others.
- 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. © 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.
- 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 Confirmation Bias “No one else has said anything, so it must not be that big of a deal.”
- 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 “He is an experienced employee. He knows the risk he’s taking.”
- 42. © 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 socially expected and accepted, ‣ and leads to personal success. Systems Surroundings Others Self Systems Surroundings Others Self Culture of Intervention
- 43. © 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 socially expected and accepted? ‣ Leads to personal success? Culture of Intervention
- 44. Creating a Culture of Intervention Michael Allen & Phillip Ragain
Editor's Notes
- A “generative safety culture” is one in which people have internalized safety. It is something that they personally care about feel personally responsible for both supporting and improving. Generative: Intervene, never walk by an unsafe condition (“If I see, it I fix it.”)
- I am usually a stalwart proponent of deciding upon a single, unambiguous and agreed-upon definition of something before going forward. But for our brief time together, I want step out of the conceptual clouds (“is it our shared personal values, our common behaviors? Is it an internal, interpretive, cognitive phenomenon, or an outward, social, behavioral phenomenon? Do we look inside of the person, outside of the person, both?”) and get our feet firmly planted on the ground by looking at the fundamental mechanisms at the foundation of this real but confusing thing we call “culture.” If we understand the basic mechanisms that produce culture, then we can make adjustments to it.
- Demonstration 1: Ask, “Without using a pen and paper, tell me…what is 63 x 7?” (It’s 441.) After getting an answer, ask people to describe what it felt like as they were figuring out this answer? Could they “Feel the wheels turning?” It took a bit of energy. Now ask, “what is 2+2?” Figuring this out feels different. How many of you felt a slight mental stimulation then? If we could have put a camera on you, we would have seen your pupils dilate as you problem solved. This happens when our brain activates what we can call the “Executive system.” It’s the problem solving system of the brain. Demonstration 2: How many of you have ever literally put a square peg into a round hole? Probably none of you. Look at this picture. What would you do? How would you get this peg into the hole? {Wait for answer…something like, “shave down the edges of the peg.”} You’ve never done it before, but you were able to quickly assess the situation, connect it with prior knowledge and understanding of the physical world, and produce a solution to the problem.
- Cohere: It means “Fit in.” As Aristotle famously and perceptively noted, “Humans are social animals.” When we don’t cohere, it’s uncomfortable. In fact, it is flat-out stressful and we do a lot to avoid this kind of stress.
- Brain Diagram: Prefrontal Cortex (Problem Solving & Logic) is part of the brain’s “executive system” It’s primary job is the orchestration of thoughts and actions to meet goals. It takes inventory of the complex landscape, and figures out a way to thrive.
- Brain Facts: The brain is 2% of the body’s weight, but consumes 20% of its energy. A typical adult human brain runs on about 12 watts per day. The prefrontal cortex is like your computer’s RAM (Random Access Memory). It has a maximum capacity (which helps to explain phenomena like “Inattentional Blindness”), and when it is to your body’s advantage to keep this capacity available for solving new, unexpected or peculiar challenges. Example of Inattentional Blindness (aka “Cognitive Capture”) One interesting experiment displayed how cell phones contributed to inattentional blindness in basic tasks such as walking. The stimuli for this experiment was a brightly colored clown on a unicycle. The individuals participating in this experiment were divided into four sections. They were either talking on the phone, listening to an mp3 player, walking by themselves or walking in pairs. The study showed that individuals engaged in cell phone conversations were least likely to notice the clown. This experiment was designed by Ira E. Hyman, S. Matthew Boss, Breanne M. Wise, Kira E. Mckenzie and Jenna M. Caggiano at Western Washington University. Brain Model: When the strategy for meeting a goal works, it is “embedded”elsewhere in the brain [red arrows pointing in from prefrontal cortex to hippocampus (memory)], freeing the executive “prefrontal cortex” to focus on new challenges. When a “successful strategy” becomes habituated, you’re free to go off and solve new challenges…making you increasingly better adapted to thrive within your particular environment. In other words, you learn.
- Acculturation is like learning to drive a car. It’s stressful, confusing and tiring at first, then in no time, you find yourself leaving work and miraculously arriving safely in your driveway without remembering how you got there. Our brains are truly amazing, and they work the same magic whether you’re behind the wheel of a car or navigating the complicated social landscape of your organization. The one thing we can rely on, though, is that our brains will quickly adapt to and habituate the unwritten rules for succeeding in that social landscape. What happens with automated behaviors when you change the context? (E.g., you’re driving on the right side of the road.)