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Presentation from 2017 SMART Business Agent's Conference Phillip Ragain The RAD Group www.theradgroup.com
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- 1. © 2015, 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. What Is Culture? Overview • What is culture? • What is safety culture? • Where does culture come from? • How can we change culture? • Example: A Culture of Intervention Evolving Safety Culture
- 2. © 2015, 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. What Is Culture? “Like the water we swim in” • We do not normally think about it. • We do not normally notice its influence. What Is Culture?
- 3. © 2015, 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. What Is Culture?What Is Culture?
- 4. © 2015, 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. What Is Culture? The “unwritten rules” that determine success Rules and standards we follow to “get by” in the organization, but which aren’t formal or even spoken about. What Is Culture?
- 5. © 2015, 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. What Is Culture? What are the unwritten rules where you work? What Is Culture? ?
- 6. © 2015, 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. What Is Culture? As a concept, culture can be confusing and nebulous. What Is Culture?
- 7. © 2015, 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. What Is Culture? If we can… (1) define the characteristic of a safety culture, and (2) identify the mechanisms that create it, we can make improvements. What Is Culture?
- 8. © 2015, 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. What Is Culture? Overview • What is culture? • What is safety culture? • Where does culture come from? • How can we change culture? • Example: A Culture of Intervention Evolving Safety Culture
- 9. © 2015, 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. A Culture of Safety Pathological Generative Compliant Reactive Proactive A Culture of Safety
- 10. © 2015, 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. A Culture of Safety Pathological Characteristics • Workforce considers safety a burden. • Leaders consider safety a problem created by workers. • The main driver of safety is the need not to be caught. • “We’re safe as long as no-one gets caught or hurt.” A Culture of Safety
- 11. © 2015, 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. A Culture of Safety Reactive Characteristics • The organization takes safety seriously after an incident. • Leaders believe accidents are caused by employees’ inattention, stupidity or even willfulness. • “We cannot let that happen again.” A Culture of Safety
- 12. © 2015, 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. A Culture of Safety Compliant Characteristics • Safety is driven by rules and management systems. • Data is collected to measure performance. • Safety is required as a condition of employment (“top-down”). • “You have to follow the safety rules to keep your job.” A Culture of Safety
- 13. © 2015, 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. A Culture of Safety Proactive Characteristics • Workforce becomes involved. • Safety starts to shift from a top-down (enforcement) approach. • Workforce begins to assume responsibility for maintaining and improving safety systems. • “I am responsible for the safety program.” A Culture of Safety
- 14. © 2015, 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. A Culture of Safety Generative Characteristics • People take initiative to continuously improve safety. • People know that they will be supported for prioritizing safety. • People support each other to work safely. • “We are never safe enough.” • “I am my brothers keeper.” A Culture of Safety
- 15. © 2015, 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. A Culture of Safety If you are not working to ascend, you will probably descend. Pathological Generative Compliant Reactive Proactive A Culture of Safety
- 16. © 2015, 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. A Culture of Safety Building Blocks of a Safety Culture Just: Fair and accountable Engaged: Self-motivated, willing participation Reporting: Reliably report good and bad Flexible: Frontline resolves safety issues quickly Informed: Leaders know critical information Learning: Willing and able to make critical changes A Culture of Safety
- 17. © 2015, 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. What Is Culture? Overview • What is culture? • What is safety culture? • Where does culture come from? • How can we change culture? • Example: A Culture of Intervention Evolving Safety Culture
- 18. © 2015, 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. The Mechanics of Culture Think of your organization as a collection of many brains.
- 19. © 2015, 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. The Mechanics of Culture Culture is the product of these brains doing something very ordinary.
- 20. © 2015, 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. The Mechanics of Culture Problem Solving Automating &
- 21. © 2015, 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. The Mechanics of Culture Problem Solving Our brains figure out a way of doing things that works in a given situation. The Mechanics of Culture
- 22. © 2015, 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. The Mechanics of Culture Our brains are frequently solving two problems: How do I fit in (“cohere”)? How do I achieve my goals? ? Problem Solving The Mechanics of Culture
- 23. © 2015, 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. The Mechanics of Culture 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 Mechanics of Culture
- 24. © 2015, 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. The Mechanics of Culture Systems Surroundings Others Self Systems Surroundings Others Self Systems Surroundings Others The Mechanics of Culture
- 25. © 2015, 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. The Mechanics of Culture Others The Mechanics of Culture Where they allocate resources Who they promote/demote and why Who they recognize/criticize/reprimand and why What values and expectations they informally communicate What values and expectations they informally model Leaders play a special role. Culture Embedding Mechanisms:
- 26. © 2015, 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. The Mechanics of Culture Our brains then automate what works within a given context. These become our “taken- for-granted behaviors.” “Automation” The Mechanics of Culture
- 27. © 2015, 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. What Is Culture? Overview • What is culture? • What is safety culture? • Where does culture come from? • How can we change culture? • Example: A Culture of Intervention Evolving Safety Culture
- 28. © 2015, 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. How does culture change? When the context changes, the automatic way doesn’t work anymore. Changing CultureChanging Culture
- 29. © 2015, 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. How does culture change? When the automatic way doesn’t work anymore, the brain wakes up and finds a new way that does work. Changing CultureChanging Culture
- 30. © 2015, 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. How does culture change? When the new way works, the brain automates it. Changing CultureChanging Culture
- 31. © 2015, 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 CONTEXT Changing Culture Systems Surroundings Others Self Systems Surroundings Others Self Systems Surroundings Others Changing Culture
- 32. © 2015, 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 #1 Determine the dimension of safety culture to improve. ‣ Don’t be overzealous. Settle on one that will move you up the “safety culture ladder.” Changing CultureChanging Culture
- 33. © 2015, 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 Step #1 Which dimension needs to improve? Just: Fair and accountable Engaged: Self-motivated, willing participation Reporting: Reliably report good and bad Flexible: Frontline resolves safety issues quickly Informed: Leaders know critical information Learning: Willing and able to make critical changes Changing Culture
- 34. © 2015, 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 #2 Distill that dimension down into exemplary actions. ‣ Start by identifying one behavior/activity that would be an example of this dimension in action. Changing CultureChanging Culture
- 35. © 2015, 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 #2 Exemplary Action: “When a near miss occurs, frontline workers report it immediately.” Changing CultureChanging Culture
- 36. © 2015, 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 Identify current inhibitors. ‣ Closely examine the role of Others, Surroundings and Systems to identify what keeps people from doing the exemplary action. Changing Culture Systems Surroundings Others Self Systems Surroundings Others Self Systems Surroundings Others Changing Culture
- 37. © 2015, 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 #4 Change the context. ‣ Ask yourself, “In what context would it make sense to do this exemplary action?” ‣ Pay close attention to “Leaders’ Culture Embedding Mechanisms.” Changing CultureChanging Culture Systems Surroundings Others Self Systems Surroundings Others Self Systems Surroundings Others
- 38. © 2015, 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. What Is Culture? Overview • What is culture? • What is safety culture? • Where does culture come from? • How can we change culture? • Example: A Culture of Intervention Evolving Safety Culture
- 39. © 2015, 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. A Culture of Safety Building Blocks of a Safety Culture Just: Fair and accountable Engaged: Self-motivated, willing participation Reporting: Reliably report good and bad Flexible: Frontline resolves safety issues quickly Informed: Leaders know critical information Learning: Willing and able to make critical changes A Culture of Safety Step #1
- 40. Flexible Culture © 2015, 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 #2 Distill that dimension down into exemplary actions. ‣ People intervene when they see something unsafe.
- 41. Flexible Culture © 2015, 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 Identify current inhibitors. ‣ Closely examine the role of Others, Surroundings and Systems to identify what keeps people from doing the exemplary action. Systems Surroundings Others Self Systems Surroundings Others Self Systems Surroundings Others
- 42. Flexible Culture © 2015, 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 us from speaking up? Silence.
- 43. Flexible Culture © 2015, 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. Inhibiting Forces: Bystander Effect The more people there are, the less likely we are to speak up.
- 44. Flexible Culture © 2015, 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. Inhibiting Forces: Deference to Authority We are less likely to speak up to and around authority figures.
- 45. Flexible Culture © 2015, 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. Deference to Authority Bystander Effect “The Perfect Storm” Even when these common inhibiting factors are not present, there is something else that can keep us silent.
- 46. Flexible Culture © 2015, 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. Reactance Social Incongruence Confirmation Bias + +
- 47. Flexible Culture © 2015, 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. Reactance The urge to resist or do the opposite of what someone tells you to do
- 48. Flexible Culture © 2015, 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. Social Incongruence The stress that we feel when we are in tension with others
- 49. Flexible Culture © 2015, 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. Confirmation Bias A distortion in judgment that allows us to believe what we want to believe
- 50. Flexible Culture © 2015, 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. Confirmation Bias “No one else has said anything, so it must not be that big of a deal.”
- 51. Flexible Culture © 2015, 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. Confirmation Bias “She is an experienced employee. She knows the risk she’s taking.”
- 52. Flexible Culture © 2015, 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. Confirmation Bias “It won’t make a difference if I do speak up.”
- 53. Flexible Culture © 2015, 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 #4 Change the context. ‣ Ask yourself, “In what context would it make sense to intervene?” Systems Surroundings Others Self Systems Surroundings Others Self Systems Surroundings Others
- 54. Flexible Culture © 2015, 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. How do we overcome the inhibitors? Simply being aware of our biases goes a long way. 1 Deference to Authority Bystander Effect Confirmation Bias
- 55. Flexible Culture © 2015, 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. How do we overcome the inhibitors? When people are confident that they can speak up without producing defensiveness (“reactance”), they stop justifying their silence. Reactance Social Incongruence Confirmation Bias ➡ ➡ 2
- 56. Safety Culture Leadership © 2017, 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. Flexible Culture Reactance Social Incongruence Confirmation Bias ➡ ➡ How can you help people become confident about intervening?
- 57. Evolving Safety Culture Phillip Ragain