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Sample section of
Student Socioautobiography
Below is an example of what you may include in your
socioautobiography. Notice how the key terms are in bold blue
font. This is the format that I want you to use, since it directs
me to the concepts that you are using to frame what you are
writing.
Leaving home at eighteen to go out on my own and start my
own life, there were many things I wasn’t prepared for. Because
of my ascribed status at birth, being born to poor parents, I
couldn’t afford to go to college, and even if I could, I really had
no idea of what I wanted to do with my life. I guess that as
agents of socialization, my parents did not know how to prepare
me for the world of work. Thus, I had little anticipatory
socialization for the workplace. I just figured I could find a job
that would pay me well enough that I could afford to have all
the things I never had growing up.
I truly believed that I could do anything a man could do, and
deserved to be paid the same for the same work. With this in
mind, I found a job in a manufacturing plant where I was, it
appeared, the “token” female employee. My fellow employees
were all men, and I was placed in the uncomfortable position of
having to prove that I not only could do the job, but was also
“one of the guys.” I soon came to learn that gender role
differences are apparent in the workplace. While there are the
obvious physical differences and capabilities, there are also the
differences in how each gender deals with perceived problems,
whether it is pertaining to the job at hand, or the interaction
with fellow employees. By being the only female in a male
dominated workplace, I had numerous problems to overcome.
The most prevalent one was sexual harassment. I felt that I was
treated as an “object”, one that had been hired simply to provide
enjoyment for
the men. I had been at work an hour when the first suggestive
remark came out. Being only 19 years old at the time, I had very
little experience with dealing with this and was completely at a
loss as to how to handle the situation. Sad to say, I handled it
exactly wrong; by losing my temper. I pointed out, in no
uncertain terms, that I was not a piece of meat and did not
appreciate his attention. This gave him the opportunity to make
another remark, this one aimed at women in the workplace in
general, which caused another outburst on my part. Needless to
say, by the end of my first day, it wouldn’t have mattered if I
had been the best machine operator to walk in the door in a long
time. By allowing this man to make me lose my temper, I had
also given them a validation of the opinions they already held:
that women didn’t belong in their line of work; they were too
emotional and physically unsuited for the work.
Nowhere in my reading was there any information on how men
were to deal with the situation. I found this to be totally unfair,
and felt that maybe it was in my power to at least educate the
men I was working with in proper work etiquette in regards to
women. Learning about sociological theories enabled me to gain
confidence and the added confidence in my manner helped me
to better handle the stress of dealing with various gender issues.
For example, we discussed how socialist feminism has its roots
in Conflict Theory proposed by Karl Marx. According to Marx,
the root of social inequality lies in the economy. This makes
sense, since women like me constantly have a harder time than
men in the workplace, for reasons that I addressed above.
I found that most of the men were actually feeling threatened by
the whole equal rights rhetoric. Feeling unsure and
uncomfortable with the idea, they tended to revert to
the patriarchy that their upbringing dictated. Like me, most of
them had been raised in families where Dad worked and Mom
stayed home with the kids. Having women move into the
workplace was just as disorienting for them as it was for the
women, and not having the skills to be able to communicate
with women only added to their sense of disorientation. I
realized that our similar upbringing reflected the Structural
Functional Theory, which supports the idea of everyone in
society behaving according to roles that help society function as
a whole. The disorientation represented anomie, which
Durkheim wrote results when there are too many competing
social norms.
_____________________________________________________
___________________
Glossary
Anomie: condition of social normlessness (chapter 7)
Conflict Theory: Addresses the points of stress and conflict in
society in the ways in which they contribute to social change
(chpater 1)
[follow this format throughout the glossary]
1
Chapter13
ProminentCaseStudies
UsingStrategicSafetyMeasures
SafetyWisdom:
Theabsenceofinjuriesdoesnotequalthepresenceofsafety;you’renot
controllingthe
processifyoujustmeasureoutcomes.
PaulWoerz
Numerousorganizationshavereapedthebenefitsofwell-
plannedandeffectively
implementedleadingmeasuresforsafety.Safetyprofessionalscanle
arnlessonsfor
applicationfromthesecasesregardingwhattodo,andinsomecases,w
hatnottodo.
Thecasesoverviewedherearemostlymodelcasesthatofferinnovativ
eand
powerfulconcepts,aswellasmethodsthatcanbeusedinvariousindust
ries.When
possible,thischapterwillpresentthefollowingforeachcasestudy:the
initialdriverfor
change;theresultsofchange;status;howtheresultswereaccomplishe
d;andany
lessonslearnedforapplication.
Sinceeachindustry,organization,andsiteisunique,safetymeasuress
houldbe
customized-
takingintoaccountthecontextofeachspecificsetting.Readersare
encouragedtoidentifythosethingstheybelievewouldworkfortheiro
rganization,
modifyasneeded,andleavebehindthoseconceptsormethodsthatdon
’tappear
usefulfortheirsituation.
WhoaretheSafetyThoughtLeaders?
Theauthorsprefertoviewnotablesafetyaccomplishmentsasaproduc
tofteamefforts
ratherthantheresultofanyindividualsafety‘hero.”Nonetheless,ther
eareindividuals
citedinthischapterthatarearguablyheroes,butare,ataminimum,Tho
ughtLeadersin
Safety.Onecanseethattheseindividualshavegivendeepthoughtanda
nalysisto
makingimprovementsinsafety.Theyhavedevelopedsomehighlyinn
ovativeand
creativeapproaches.TheseThoughtLeadershavecontributedtothefi
eldandprovide
safetyprofessionalswithprovenconceptstoconsiderforapplicationa
ttheirown
organizations.
2
CasesandSafetyThoughtLeaderscoveredinthisChapterinclude:
Case1:UsingLeadingMeasuresforDrivingComplianceandFatality
andCatastrophe
Prevention-PaulWoerz
Case2:LeadingMeasuresProcessatLargeBrewery-
AnneBevington.
Case3:ExecutingLeadingIndicatorsinthePetroleumIndustry-
JackToellner
Case4:UsingLeadingMeasurestoAdvanceBehavioralSafetyEffort
s–DominicCooper
Case1:UsingLeadingMeasuresforComplianceinHighHazardProce
sses
ThisCaseStudywasreportedbyPaulWoerz,formerGlobalDirectoro
fEHSatahigh
hazard,worldwidecompanywiththousandsofemployees
PaulWoerzwashonoredin2005withaLifetimeAchievementAwardf
romhisalma
materatIndianaStateUniversity.Atthecelebrationdinneroneofthea
uthorsengaged
inconversationaboutsafetyperformance,andPaulindicatedthatusin
gleading
measureswasthebestthingtheydevelopedinsafetyforhissegmentoft
hecompany,
whichemployedtensofthousandsofemployees.
Duringthelate20thcentury,thesafetycultureatPaul’sorganizationh
adbeen
highlydevelopedandinfluencedbytopleadership.Theprimaryfocus
ofthe
organizationwasonlaggingsafetymeasures.Inthe1980sand1990sit
washighly
unusualforanorganizationtomeasureitsmanagementandoverallper
formancewith
metricsfocusedprimarilyonsafety.Itisstillunusual.Thisfocusonsaf
etymeasures
positivelyinfluencedtheorganizationalcultureandresultednotonlyi
nareductionin
incidentratesbuttogreatsuccessinprofitabilityandthebottomlinefo
rthecompany.
Unfortunately,inspiteoftheorganizationalfocusonsafety,therewer
eoneto
twofatalitiesperyearthatoccurredinPaul’scompany.Thiswasunacc
eptabletoPaul
andhewassearchingforawaytobemoreproactiveandpreventthesefat
alitiesinhis
group.Hebelievedthewaytoaccomplishthiswastoeliminaterisksan
dexposures
whereverpossiblewhetherbybehaviororbyengineeringmeans.
Intheearly1980s,PaulwasaskedwhatLeadingMeasurestheyhadfors
afety.
Hisanswerthenwas“SafetyAudits.”Alloftheremainingmeasureswe
relagging.This
questionfocusedPaul’sattentiononthepotentialimpactofusingLead
ingMeasuresfor
Safety,andhelaterdevelopedandusedtheLeadingMeasuresprocess
describedhere.
Thiscaseisrelativelybasicindesign,yetit’simportanttorecognizeth
atthe
consequencescanbeprofound.Paulasks,“Whatareyoudoingtopreve
ntfatalities?”
Partoftheanswerincludesbehaviorandcompliance,especiallywheni
nvolvedwith
highhazardprocesses.Whenthereisapotentialforfatalitiestooccur,o
rganizations
needtoensure100%compliancewiththetargetprograms.Thesetarge
tprocessesare
theonesthatinvolveariskofcausingsevereinjuriesorfatalities.
3
WhatwasthePrimaryDriverforUsingLeadingMeasures?
Preventingfatalitieswasthemosturgentconcerninthislargesegment
ofamajor
corporation.Overaperiodof20years,Paulreceivedseveralcallsthata
notherfatality
hadoccurred.Asaresultofthis,Pauldecidedtoadoptleadingmeasure
sasaforecast
forriskandfatalities.
Theoverridingpurposefordevelopingandusingthisplanwastomeas
uretheactivities
tointercedeorintervenebeforeadverseeventsoccurred.Essentially,t
heorganization
beganmeasuringtheprocessratherthanputtingallofthefocusontheo
utcome.Paul
notesthatleadingmeasuresaregaugesofyourprocesses.Heasks,“Wh
ichprocess
measurewouldyoutakeout?Ifthere’soneyouwouldtakeout,thenit’s
notneeded.”
Moreimportantlyhesays,“You’renotcontrollingtheprocessifyouju
stmeasure
outcomes.”
WhatResultedfromtheFocusonTargetProcesses?
FollowingtheimplementationofLeadingSafetyMeasures,Paul’sse
gmentledthe
organizationinalllaggingsafetyindicators.Mostimportantly,aftere
xperiencing18
fatalitiesover20yearsinthecompanyintotal,hissegmentofthecompa
nywent
almost10yearswithoutafatality.
Aquickanalysisindicatesthat6or7fatalitiescouldhavebeenexpecte
doverthe7
years,basedonthehistoryoftheprevious20years.However,therewer
ezero
fatalitiesexperiencedandthisisanamazingresultconsideringtheim
mediately
precedinghistory.Furthermore,thefactthatthissegmentoftheorgani
zationfocused
onleadingindicatorsandledtheorganizationinlaggingsafetyindicat
orssuggestsa
correlationbetweentheapplicationofleadingindicatorsandtheposit
iveresults
(laggingindicators).
HowdidtheOrganizationMeasureTheirProcess?
Sincefatalitiesaretypicallynotverycommon,itcanbechallengingfor
organizationsto
beproactiveinpreventingthem.Employersandemployeesmayinterp
retthe“absence
ofinjuriesasthepresenceofsafety.”Paulbelievesintheadagethat“the
absenceof
injuriesdoesnotindicatethepresenceofsafety.”
Paulalsoasksquestionsaboutsafetyperformance.Henotes,typically
,when
youaskaboutsafetyperformance,youwillbegivenoutcomenumbers
suchasinjury
rates.
ForExample:
4
Whattomeasure?Yourrisks.Whichrisks?Themostsevererisks.
Example:100machinesinthemachineshopand55%ofthemareproper
lyguarded.
Pauldrillsdownandasksthefollowingquestions:
1. Isthererisk?
2. Ifcomplianceincreasesto75%-Istherelessriskthanbefore?
3. Williteventuallyleadtoaninjury?
4. Isthisacceptabletoyou?
5.
Whatabout95%compliance?99%?Istherestillarisk?Isthisacceptab
leto
you?
Paulexpandedfromthissimpleexampletotargetthecontextofthefata
litiesthatwere
occurringathisorganization.Thecontextforfatalitiesincludedthefo
llowing“Big
Four.”
TheBigFourforSafetyinPaul’sDivision
Therewerefourcategorieswherethefatalitiesandseriousinjurieswer
e
occurringinPaul’sdivision.Theseinvolvedafailuretofollowtheproc
eduresfor
lockout/tagout,fallprotection,mobileequipment,andconfinedspac
eentry.The
followingaresomeoftheelementsthatweremeasuredwiththeexpect
ationthatthere
wouldbe100%compliance.
Lockout/Tagout
1. The%ofequipmentspecificisolationprocedureswritten
2. The%ofemployeesfoundfollowingLO/TOprocedures
3. The%oftagsandlocksproperlyplacedbyeachemployeeonthejob
4. Wasverificationtoassurede-
energizationdonebyeachpersonwhoapplied
locksandtags?
FallProtection
1. The%ofemployeesatelevatedlevelsthatareproperlywearingfall
protectionharnessesatrequiredheights
2. The%ofroofaccesspermitscompletedasrequired
MobileEquipment
1.The%ofemployeeswearingseatbeltsasrequired
2.The%ofpre-useinspectionsdocumentedpriortouseofthevehicle
3.Areanyvehicle/pedestrianinterfaceissuespresent?
4.Areanyloadsbeingliftedorraisedoveremployees?
ConfinedSpaceEntry
1. The%ofmonthlycalibrationscompletedanddocumented
2. The%ofpre-usebumptestsconductedanddocumented
3.
Werespacespecificentryproceduresreviewedandfollowedpriortoe
ntry?
5
4. The%ofconfinedspacepermitsfullycompleted
5. Areallentrantslistedonthepermit?
6. Arespacesequippedwithsignageregardingpermitrequired?
Compliance–DoingtheBasicsRightWhenConsequencesareGreat
Pauldeterminedthatinordertopreventmajorincidentsandfatalities,t
hesegmentof
hisorganizationMUSTexpectandachieve100%complianceinthesef
ourareas.
Becausethepotentialconsequencesweresogreat,ifanemployeewasf
oundtobe
violatingoneoftheBigFourSafetyprocedurestheyweredisciplineda
ndsometimes
discharged.Insomeinstances,theemployee’simmediatesupervisor
wasalso
disciplinedordischarged.Thisprovedthecompanywasseriousabout
thesafety
process,anddeviationfromtheirstandardswouldnotbetolerated.De
viationfrom
safetystandardsshouldnotbetoleratedwhenthepotentialconsequen
ceisafatalityor
disablinginjury.
WhoWeretheObservers?
Observationscouldbemadebyanyoneatanytime.Itcouldbeaco-
worker,a
supervisor,orasafetyprofessional.Thepercentageofsafecomplianc
ewastrackedon
amonthlybasis,and100%safeworkwastheexpectation.
SpecificExample
Thesectionaboveisaboutcompliantbehavior.Thisexampleisabouta
nadministrative
controlthatPaulrecommendedforhissegmentofthecompany.Paul’s
Question:
“Whatareyoudoingtopreventfatalities?”PaulputtogetheraFatality
Prevention
Team.Herecommendswhenpossible,“Don’tmanagetherisk,elimin
atetherisk.”
Paul’sdivisionexperiencedafatalityinItaly–
anemployeewasrunoverbya
largeForkTruck.TheyaskedPaulifhewantedtotakethesameactionsi
ntheUSthey
tookinItalyasaresultofthefatality.Forexample,theyrecommended
markingthe
floorforpedestriantrafficandincreasedforkliftinspections,etc.Paul
said“No”–they
werealreadydoingthosethingsintheUS.Henotes,“Moreofthesames
tuffdoesnot
makeussafer…”Instead,Paulrecommended:
•
Taketheforktrucksoutofoperation(theyremoved65%oftheforktruc
ksinhis
division–over500trucks).
• Insteadofforktrucks,usehandtrucksandwalk-behinds.
• Oneplantof800workerswenttotallyfork-liftfree–
theyreducedtheexposure
forthisrisktozero.
6
OnecouldsaythatPaulpracticedaformof“toughlove.”Hewouldletth
esites
knowinnouncertainterms,whathebelievedneededtobedone.Howev
er,thesewere
thingsthatneededtobedonetostopthefatalities.
LessonsLearnedaboutMeasuringCompliance
Theauthorsbelievetherearevaluablelessonssafetyprofessionalscan
apply
fromthiscase,especiallyforthosewhoworkinhighhazardindustries.
1.Youmustmeasuretheprocessifyouexpectexceptionaloutcomes.
2.Althoughitmaybeahardsellforthesafetyprofessional,it’simporta
nttoremember
thatwheneverpossible,eliminatinganimminentriskissuperiortocon
trollingit.
3.Itisreasonabletoexpect100%complianceforthoseoperationsthat
haveand
couldleadtofatalitiesandseriousinjuries.Itisbettertoloseanemploy
ee(andtheir
supervisor)duetoalackofcompliancethantolosethembecausetheyb
ecamea
fatalitystatistic.
4.Safetyprofessionalscanlearntopracticethetechniqueofaskingim
portantand
smartquestionsthatgetpeopleinorganizationsreflectingonhowtore
duceand
eliminateexposuresandrisks.Welearnedaboutaskingsmartquestion
sfromPaul
Woerz.Asimilarconceptsupportingtheartofaskingquestionsthathe
lppeoplereflect
onsafetyisfromFredManuele;Fredadvocatestheoverarchingroleoft
hesafety
professionalisoneofaculturechangeagent(Manuele,Ch.6)
Case2:LeadingMeasuresProcessataLargeBrewery
Thiscaseillustratesanumberofinnovativeconceptsthatcouldproveu
sefulto
companiesinvariousindustries.Theseconceptsweredevelopedintoa
Safety
ManagementProcess(SMP)byAnneB.whowastheEHSManageratth
etime.Anne
wasnotsatisfiedwithanyofthecommonapproachesforenhancingsaf
ety
managementsuchasTotalQualityManagementorBehavior-
BasedSafety.Therewere
elementsineachoftheseapproachesthatsheliked,butshedidn’tcaref
ortheoverall
approachforherorganization.
AnnecalledtheprocesstheSafetyManagementProcessorSMP.TheS
MPwas
usedtoproactivelymeasurethesafetyprocessandtoultimatelydrives
afety
performance.SomeofthekeybenefitsoftheSMPincludedthefollowi
ng:
•
Itwasusedtotrackproactivesafetyparticipation,teamsafetyinitiativ
es,
compliancetraining,andinjuryratesinonecombinedSMPscorebase
dona
100-pointsystem.
7
• Itwasapowerfulprocesstoengageemployeesinsafetyandgetthem
proactivelyparticipatingtodrivesafetyperformanceinanindustrialf
acility.
•
Thehypothesisthatemployeeparticipationwoulddrivesafetyperfor
mancewas
anunderlyingprincipleoftheSMPsystemandwaspilotedfirstinthePa
ckaging
Department,whichinvolvedover500employees.
•
Thesafetyactivitiesweretrackedattheemployeelevel,whichprovide
dcontrol
attheemployeelevel.
• Itwasaprocessthatgaveemployeeslineownershipforsafety.
• TheSMPmeasuresemphasizedthesafetyprocessandde-
emphasizedinjuries
andillnesses.
•
Theprocesswasbasedon85%proactivemeasuresand15%reactiveme
asures.
Thepointsbreakdowninvolvedthesefourcategories:1)Upto60point
s(or
60%)foractive,individualparticipationinsafety;2)Upto20points(o
r20%)forteam
projectsandgroupsafetyactivities;3)Upto5points(or5%credit)fort
akingall
requiredcompliancetraining;and4)Upto15points(or15%)werebase
donthe
outcomeofinjuriesandinjuryrates.Alittledetailabouteachoftheseca
tegories
follows:
1.IndividualSafetyParticipation.Individualparticipationwasabroa
dcategorythat
definedsafetyparticipationinmanyways.SomeoftheconcernsthatA
nnehadabout
formalizedsafetyobservationprocesseswerethattheywereoftentoo
bureaucratic,
cumbersome,ordifficulttosustainovertime.SMPbuiltintheopportu
nityfor
employeestobecreativeandflexibleinhowtheywouldparticipateins
afety.Thelistof
optionswasratherextensiveandthefactthatemployeeshadachoiceon
howthey
wouldparticipateinsafetywasakeyelementtothesuccessoftheSafet
yManagement
Process.Employeeswereexpectedtobeinvolvedinfiveindividualsaf
etyparticipations
permonth,thustheopportunityfor12monthsmultipliedbyfivesafety
activitiesper
monthgavethepossibilityforupto60pointsperyear.
2.TeamSafetyInitiatives.Theteamsafetyinitiativesweresimilartot
heindividual
participationbecauseteamscouldchoosethesafetyissueorconcernth
eywouldfocus
onduringeachquarteroftheyear.Thebreweryusedateamapproachfo
rproduction,
soteamsafetywasnotabigdeparturefromthenorm.Teaminitiativesc
ouldbesimple
orcomplexandinvolveergonomicfixesorengineeringre-
designs.PointsforTeam
SafetyInitiativeswerebasedonfivepointscreditperinitiative,multip
liedbyfour
quarterseachyear,forpossible20pointsannually.
3.ComplianceTraining.AlthoughComplianceTrainingwasonlywor
th5ofthe100
points,itwashighlysoughtafterbecausetheTeamwouldnotgetthe5p
ointscredit
until100%oftheteamtooktherequiredcompliancetraining.Onceate
amearnedthe
fivepoints,itremainedfortheyearsoitencouragedemployeestotakea
llrequired
8
compliancetrainingearlyintheyear.Toillustratethepowerofthisapp
roach,
Bevingtonstated:
“(TheOrganization)wentfromlessthan40%compliancetrainingco
mpletionratein
2001,toa99.8%completionratein2004withthehelpofSMP.”
4.TraditionalIncidentRates.Thiscategorywasscoredbasedonthepl
ant
performancefortheyearversustheestablishedgoalsfortheteamperfo
rmanceforthe
month.Sinceincidentrateswerede-
emphasizedto15%ofthetotalscores,teams
couldstillscorepointsforsafetyactivitiesevenifthedepartmentorpla
ntwasnot
meetingitsoverallgoal.Thisencouragedteamstocontinueworkingto
winevenifan
injuryhadoccurred.Havingtheabilitytowinwasconsideredanotherk
eycomponentin
thesuccessofSMP.
Results.AccordingtoAnne,thehypothesisthatproactiveemployeein
volvementin
safetywouldresultinfewerinjuriesheldtrue.
•
SMPturnedthewordsafetyintoanormalconversationpiecethrougho
utthe
organizationandnotsimplyaninjuryratenumber.
•
LeadershipwasalsoscorecardedagainstSMP.Theyweremeasuredan
dheld
accountableforsupportingsafety.
•
SMPbroughtahighlevelofvisibilityandfocustosafetyperformancea
crossthe
organization.
• Injuriesdroppedover50%aftertheimplementationofSMP.
LessonsLearnedfromSMPandEmployeeEngagement:
1.Safetyisateameffort.Safetyisliketheproverbialsayingthatachain
isonlyas
strongasitsweakestlink.Itisrecommendedthatapartofanindustrials
ite’ssafety
measuresincludemeasuresoftheteamorunittogether.
2.Employeesneedtobemeaningfullyengagedinordertooptimizesaf
ety
performance.Anotherwaytoputitislineownershipforsafetyisstateo
ftheart.
Ownershipfordaytodaysafetyshouldnotbeonthesafetydepartment,
orsolelyon
leadership,butprimarilyonlineworkers.Thiscaseillustratesapower
fulwaytogive
employeeslineownershipforsafetyinawaythatispleasantandmotiva
ting.
3.Asimplebutpowerfulmethodtoincreaseemployeeparticipationin
safetyisto
giveemployeesthechoiceonhowtheywillbeinvolved.Theoptionsca
nbepartofa
pre-
determinedlistofmeaningfulsafetyactivitiesandemployeescancho
osethose
activitiesthatareconsistentwiththeirpersonalpassionsandstrengths
.Thecustomized
activitiesthatarepersonallychosenbyindividualsareconsequently
moremotivating,
andmaybeperceivedmorepositivelythanmandatoryedicts.
9
Therearetechniques,lessonsandideasfromthiscasestudythatcanbea
daptedat
organizationsinvariousindustries.Perhapsnoorganizationwoulddo
thingsexactlythe
samewayasinthisorothercasestudies,buttheideasandlessonscanbe
modifiedand
customizedforspecificcontexts.
Case3:ExecutingLeadingSafetyIndicatorsinthePetroleumIndustry
ExxonMobilDevelopmentCompany(EMDC)introducedleadingsaf
etyindicatorsonthe
Hoover/DianaGulfPlatformProjectin1998.SafetyThoughtLeaderJ
ackToellner
establishedsafetymeasurementsystemsthatresultedinsomeremark
ablesuccesses
fortheorganization.
FromJackToellner’sASSESeminarFestpresentationin2006,theEM
DCapproach
topursuinganinjuryandillnessfreeworkplaceincludedthefollowing
fourelements:
• BuildCulture
• Implement/ImproveSystems
• OptimizePlanning
• MaximizeCommunication
LeadingIndicatorswasoneofthebesttoolstheorganizationhadforim
pactingsafety
performance.Toellnerbrieflyexplainedthetwotypesofsafetyindica
torsinthe
followingmanner:
• LeadingIndicators=Prevention(SafeBehaviors)
• TrailingIndicators=InjuryManagement
Toellneranalyzedandpointedoutanumberofkeypointsaboutthefun
damentalsof
safetymetrics.Examplesofsomehiskeypointsinclude:
KeyPoint#1-Weinherentlymeasureandstewardthosethingsthatare
importanttous.
KeyPoint#2–
SafetyMetricsshouldhaveapositiveslope.Ifyoudomoreofit,
oryoudoitbetter,thenyouhaveamorepositiveimpactonsafetyperfor
mance.
KeyPoint#3–
SafetyMetricsshouldbebusinesslineorsitespecific.Whatone
siteneedstoimproveuponmaybedifferentthanwhatanothersiteneed
stoworkon.
Remember,“Ownershipiseverything!”
KeyPoint#4–
SafetyMetricsshouldnotbecompetitive.Thenumbersarenot
moreimportantthantheoutcome.
KeyPoint#5–
SafetyMetricsshouldnotbecomplex.Complexityincreasesthe
chanceoferrorandmiscommunication.
KeyPoint#6–
SafetyMetricsshouldbetiedtomeasurableindividual,team,and
systemsafebehaviors.
10
Ofparticularinteresttosafetyprofessionalswhoaremakingdecisions
aboutselecting
leadingindicatorsformeasurement,Toellnerdevelopedthefollowin
gfivekeyquestions
foridentifyingandselectingleadingindicators:
1.Whatarethekeyprocesseslinkedtoyoursite’ssafetysuccess?
2.Aretheseprocessesmeasurable?
3.Ifyoudomoreleadingmeasures(orimprovethequalityofthem)will
safety
improve?
4.Ifyoudon’tstewardthem,istheratelikelytodrop?
5.Iftheratedropswillperformancedecline?
TheGulfPlatformProject
ThiscaseinvolvedtheconstructionofanoilplatformintheGulfofMex
ico.Keeping
workerssafewasarealchallengebecausetherewereanumberofissues
forthe
project:
• Theworkforcewasrelativelyinexperienced;
• Therewere1200workersinasmallareaandatmultipleheights;
• Thecostandschedulewerecompetingforprioritywithsafety;and.
• Safetywasanewvalueformanyonthesite.
AnotherkeypointthatToellnermakesisthatorganizationscan’tfocus
oneverythingat
once.Herecommendstargetingthreetofivesafetymeasuresonaproje
ct.The
followingarethefiveleadingindicatorschosen,basedontheselection
criterianoted:
LeadingIndicator#1.EffectiveScoreofBarricadePerformance
LeadingIndicator#2.RelativeQualityofMorningSafetyMeetings
LeadingIndicator#3.AverageHousekeepingScore
LeadingIndicator#4.JobSafetyAnalysis
LeadingIndicator#5.SafetyWalkthroughsPerformedbyManageme
nt.
Thesefiveleadingindicatorswereselectedasthepriorityforsafetyint
he
Hoover/Dianaproject.Barricadeperformancewasimportantbecaus
eoftheheights
workerswereconductingtheirwork.Thescorewasbasedonthepercen
tageof
barricadesthatwereinplace,withthegoalbeing100%.Workerscould
falltolower
levels,orpossiblyworse,theycouldfallintothegulf.Preventingtools
frombeing
knockedofftheedgeofaplatformtolowerlevelswasalsoanobjectiveo
fbarricade
performance.Morningsafetymeetingswereevaluatedforqualitybec
auseofthe
importanceofaddressingsafetyissuesandkeepingtheworkforceawa
reofhazards.
11
Housekeepingandjobsafetyanalyseswereimportanttopreventfires,
eliminateslip
andtriphazards,andtomakesuretheworkforcewasonthe“samepage”
regardingthe
safetyproceduresforeachtask.
Interestingly,ToellnernotedinoneofhisworkshopsthatwhentheLea
ding
Indicator#5,safetywalkthroughs,werefirstbeguntheworkforcehad
asomewhat
negativereaction.Itwasoftenmetwithsentimentssuchas“herecomes
thesafetycop
again.”But,aftertheworkersbegantorealizemanagementactuallyca
redforthem
andtheirsafety,itbecameapowerfulmeasureforimpactingmoralean
dsafety
perceptions.ToellnerlikenedittoScottGeller’sconceptofActivelyC
aringforpeople.
Thewalkthroughsweretangibleactivitieswheretheorganizationcou
ldshowbytheir
regular,visiblesupportandactionsthattheywereactivelycaringforth
eworkersand
fortheirsafety.Thisisapowerfulconceptthatcanshapetheperception
sandculture
ataworksite.
ResultsfromtheGulfPlatformCaseStudy
Theoutcomes,orlaggingindicatorsforthiscase,were“seventimesbe
tterthanthe
industryaverage.”Itwasreportedtherewere2millionhoursofworkon
thegulf
platformwithonlyonerecordableinjury.Thisisremarkablewhenone
considersthe
highhazardcontextoftheworkandtheadditionalchallengesfaceddue
totherelative
inexperienceoftheworkforce.
TheFormulaforSafetySuccess?
ExxonMobilDevelopmentCompany(EMDC)hasaphilosophythat“
Nobodygetshurt.”
Safetyisacorevalue,andtheyhaveanalyzedandorganizedtheirsafety
management
systemstoaccomplishthisprimarygoal.EMDCincorporateda“Form
ulaforSafety
Success.”Basedonahypothesisthat“safetyisamathematicalfact”(se
eToellner
reference)theFormulaforSafetySuccessmaintainedthat“Ifyoudoit
anddoitwell,
youwillgetgoodresults.”
Here’sthe“FormulaforSafetySuccess”graciouslysharedbyJackTo
eller:
PositiveEnergyxEfficiency=Results(NobodyGetsHurt)
PositiveEnergymeansthemoreyouputintoit,thebettertheresults;Ar
easinwhichto
sinkpositiveenergyinclude:
• Leadership,
• DemonstratingCare,
• Communication,
• Training,and
• Resources.
12
Toprevent“negativeenergy,”organizationsshouldavoidinitiativest
hatproducefearof
failureanddelegationofleadership.
Efficiencyimpliesthebetteryoudoit,thegreaterthechanceitwillbee
mbracedbythe
team.Itincludesthefollowingaspects:
• AlignmentonExpectations,
• ProcessesfitforPurpose,
• RecognitionofRisk,
• ControlsEffective(yetnotoverbearing),
and
• ApplicationofLessonsLearned.
InefficiencyincludeselementssuchasMixed
SignalsandExceedingOrganizationalCapacity.
LessonsLearnedfromExecutingLeadingSafetyMeasuresatExxon
Mobil
ThefollowinglessonslearnedareadaptedfromJackToellner’spaper
publishedbythe
SocietyofPetroleumEngineerson“LessonsLearnedinExecutingLea
dingSafety
Indicators.”
Lesson#1:Youarenotdoingleadershipteamsafavorbygivingthemth
eanswer.
Ownershipiseverything!
Toellnernotesthatsafetyprofessionalshaveachallengeinbalancingt
heideaof“giving
themtheanswer”versus“lettingthemdiscovertheanswer.”Hebeliev
esyouarenot
doingtheleadershipteamafavorwhenyougivethemtheanswer.Thepr
inciplebehind
thisparadoxisrecognizingthat“Ownershipiseverything!”
Basedonthisrecognitionthat“OwnershipisEverything!”EMDChas
a2-stepprocessfor
choosingLeadingIndicators:
Step#1
SolicitideasfromtheSiteSafetySteeringTeam;whatdotheythinkwe
needtoworkon;
whatisitthesiteshouldclearlybedoingbetterormoreof?
Step#2
SolicitinputfromSiteManagement;whataretheywilingtoresourcea
ndsupport
throughvisibleleadership?Aretheywillingtoholdthemselvesaccou
ntablewiththeir
management?
Lesson#2:Choosingleadingindicatorsisnotabeautypageant;wemus
tfocuson
areastheteamneedstoImprove.
Toprevent“negativeenergy,”
organizations should avoid
initiatives that produce fear
of failure and delegation of
leadership
13
Toellnerrecommendsthatteamsdon’tchoosetomeasureaprocesstha
tisalready
beingsuccessfullyexecuted,andendupessentiallyspendingenergyv
alidating
somethingthatisalreadysuccessful.Rather,“Leadingindicatorsaren
otaboutshowing
justourbestside(e.g.,thebeautypageant),theyareaboutrecognizing
ourless
flatteringsidewhereweneedadditionalwork,andthengoingandpouri
ngenergyinto
improvingthoseareasofweakness.”
Lesson#3:Youmaythinkyoucan,butyoureallycan’tmeasureeveryth
ing.ToBe
effective,onemustprioritize.
Acommonfailureoccurswhenteamstrytotakeontoogreatachallenge
.Theremay
beabeliefthatifseveralleadingindicatorsaregood,thenmoreisevenb
etter!
Organizationalresourcesandcapacityarenotunlimited,andit’simpo
rtanttorecognize
thisfactbylimitingthenumberofleadingindicatorsbeingstewardedb
yan
organization.Anunintendedconsequenceofmaking“everythingimp
ortant”isthat
essentially“nothingisimportant.”Wecan’tfocusoneverythingatonc
e.
ExxonMobil’sexperiencesuggeststhatasiteshouldstartwithnomore
thanfourorfive
leadingindicators.Toellneralsorecommendsthatsitesavoidindicat
orsand
measurementprocessesthataretoocomplex.Simplicityisimportanta
ndsimple
measuresthataremeaningfularemorelikelytobesupportedbythewor
kforce.He
notes:“Sometimesinthesafetybusinessslowmaybebetterifitleadsto
ahigherlevel
ofacceptanceandlong-termsuccess.”
Lesson#4:Justbecauseyoucan,doesn’tmeanyoushould.Excelisnot
alwaysyour
friend.Youmustpresentdatainafashionthatthemessageisclear.
AlthoughMicrosoftExcelisawonderfultool,itisn’talwaysthebestw
ayto
communicatewhatisimportant.Sometimeasimplelinegraphwithcle
arexplanations
canbemoremeaningfulforemployees.
Lesson#5:Oncealaggingindicatoralwaysalaggingindicator.Obser
vation&
Interventionprogramsaregreat,buttheyarenotenough.Organizatio
nsmustseekto
impactcultureandprocesslong-term.
Toellnerclaimsthatnearmissreportingandobservation&interventio
n(O&I)programs
areimportantandaddvaluewhenproperlyexecuted.Eitheroftheseisl
eadingtype
behaviors,butifthesearetheonlyelementsofyourleadingindicatorpr
ogramsthen
youmaybemissinghighvalueopportunitieslinkedtoprocessandcult
ure
improvement.Thesetwoprogramsfallintothecategoryof“HazardRe
cognition”and
ExxonMobil’sdataanalysisdemonstratesthatsitesthatembracerigo
rousnearmiss
reportingand/orO&Iprogramsstatisticallyperformbetterthanthose
siteswithoutO&I
programs.
14
However,thebetterleadingindicatorprogramsaddressnotonlyhazar
drecognition,
butalsoprocessandcultureimprovement.Nearmissprogramscanbec
onsidereda
leadingindicatoriftheygobeyondsimplytrackingandincludeanin-
depthanalysisthat
leadstoincorporationoflessonslearned.
Case4:LeadingMeasuresforAdvancingBehavioralSafetyEfforts
Introduction
ThisfoodmanufacturingcompanyhadbeenimplementingBehavior-
BasedSafety(BBS)
orBehavioralSafetyforabout10yearsatvariouslocationsthroughout
theorganization.
Althoughtherehadbeensomesuccessesregardingreductionsininjuri
esthatappeared
tobecorrelatedtotheBBSefforts,therewerealsosomeissueswiththea
pproachthat
neededtobeaddressed.Thecorporateandregionalsafetyprofessiona
lswantedto
continueBBSandcontactedoneoftheauthorstohelpthemupdateanda
pplyamore
advancedapproachtoBBS.
BBShasevolvedusing3distinctformatsovertheyears.Thefirstchara
cteristic
ofBBSintheearlyyearswasmostlya“top-
down”approach,withmanagementmaking
thedecisionsandcallingtheshots.Thisformatwascommonduringthe
1980s.Then
BBSevolvedintomoreofa“bottomup”approachcharacterizedinthe1
990sandearly
2000sallowingemployeesgreaterempowermentandauthorityindev
elopingand
makingdecisionsabouttheapproach.DominicCoopercallsthethirda
ndmostrecent
iterationofBehavioralSafetya“SafetyPartnership”betweenmanage
mentand
employees.(Cooper,5).Thisapproachrecognizesthatit’snotjustem
ployeebehaviors
thatareimportant,butmanagementbehaviorsaswell.Anargumentco
uldbemade
thatmanagementbehaviorismoreimportantthanhourlyemployeebe
havior,because
theleadershipbehaviorsareleveragedandtendtohavegreatimpact.
AllthreeoftheseBBSformatsarestillpracticed,dependingontheorga
nization.
However,theSafetyPartnershipapproachisthemostpromisingbecau
seitismore
inclusiveregardingthemeaningfulbehaviorofallemployees,includi
ngmanagement
employees.
Thefoodmanufacturingorganizationhadbeenusingacombinationof
top-down
andbottom-
upapproachestobehavioralsafety.Therehadbeenavarietyofsuccess
es
dependinglargelyonhowwelltheapproachwasacceptedandembrace
dbythevarious
sites.Ontheotherhand,theBBSprocesshadgrownstaleandtherewere
quotasfor
thenumberofobservationsandcoachingsessionsthatparticipantswe
reexpectedto
completeeachmonth.Thisquotasystemhadresultedinapercentageof
thesubmitted
observationsbeingperceivedaslowquality.Thesearesometimescall
ed“pencil-
15
whipping”orparkinglotobservations,andusuallyarenotparticularly
meaningfulor
useful.
DominicCooper–FindingsfromResearchandExperience
Thisisarelativelyrecentcaseanddiscussionhereisrelatedtotheplans
for
improvement.Theauthordrewuponnumeroussources,includingthei
deasofthe
corporatesafetyteamandpassionatesafetyadvocateswithinthecomp
anyfor
developingleadingmeasuresfortheAdvancedBBSProcess.Howeve
r,theperson
whoseideasinfluencedtheevolutionofbehavioralsafetyarefromSaf
etyThought
LeaderDominicCooper.Cooperhasdocumentedcasestudies,lesson
slearned,and
conceptsforsuccessfulimplementationandexecutionofbehaviorals
afetyinhisbook,
BehavioralSafety:AFrameworkforSuccess.
ThefoundationfortheadvancedapproachtoBBSwasthattheprincipl
esofthis
bookwouldbeappliedtotheapproach.Thefollowingprincipleswerea
ppliedforBBS
leadingmeasures:
• Therewouldbeamixofleadingandlaggingindicators;
• Therewouldbeamixoftypeoneandtypetwomeasures;
•
Therewouldbeamixofmeasuresforemployeesandforleadership;and
• Primarymeasureswouldbelimitedinnumberfromthreetofive
measures.
Theconceptoftypeoneandtypetwomeasureswereinfluencedbythew
orkof
TerryMcSween.Basically,typeonemeasuresaremeasuresthatidenti
fyandaddress
practicesthatcreatethemostexposuretoinjury,i.e.,theworkisbeingd
onesafely.An
exampleofatypeonemeasureinBBSis“percentsafe.”Onemightsayt
hattypeone
measurescouldbe“consideredaconditionofemployment,”especiall
yforindustries
wherefailuretoworksafelycouldresultindisablinginjuriesorfataliti
es.Thisisaslogan
usedbysomecompanies,andworkingsafelycouldbeconsideredacon
ditionof
employment.
Typetwomeasuresaredesignedtomonitorandimprovehowwellthe
behavioralprocessisfunctioning.Basically,thesearethewaysthesaf
etyprocessis
supported.Typetwomeasuresareanexpectationthatemployees(incl
uding
management)willsupportthesafetyefforts,andtheywillbemeasured
andheld
accountablefordoingso.
Generallyspeaking,typeonemeasuresmoreoftenconcernemployees
while
typetwomeasuresareprimarilyexpectationsformanagement.Howe
ver,managers
shouldbeheldaccountablefortypeonemeasures-workingsafely-
iftheyactually
performtheworkorareexposedtohazards;i.e.,shouldweartheapprop
riatePPE,are
incloseproximitytotheworkbeingperformed,etc.
16
Largely,typeonemeasuresaremoreprescribed,whereas,withtypetw
omeasures,
employeesandmanagementmaybeprovidedwithchoicesabouthowt
heywouldbe
measured.Withtypetwomeasures,employeesandmanagementchoo
sehowtheycan
meaningfullysupportthesafetyeffortbeyondthebasicsofworkingsa
fely.
Withtheseprinciplesinmind,thefollowingfivemeasuresfortheadva
ncedapproach
weredeveloped.Thefirstandfifthmeasuresareleadershipmeasures,
whilethe
second,thirdandfourthmeasuresareprimarilyemployeemeasures:
Measure1.SafetyLeadershipScores
Thismeasureisself-managedandself-
designed.Althoughitisa“soft”measure,itcan
haveagreatimpactonperformance.Withthesafetyleadershipscores,
thereare
separatelydesignedpinpoints(orspecificallydefinedbehaviors)sele
ctedby
managementandself-managed.Theself-
reportcriterioncoversaweeks’timeframe
andincludesagreenlightifthebehaviorsareconducteddaily,suchasf
ourorfivetimes
inaweek;ayellowlightfortheselectedbehaviorscompletedtwoorthr
eetimesina
week,andaredlightifthebehaviorsaredonerarelyornever.
Behaviorsareselectedfromalistofwaystosupportthesafetyprocessa
ndinclude
itemssuchas:
• Performingsafetywalkaboutstodiscusssafety;
• Ensuringthecloseoutofsafety-relatedcorrectiveactions;
• Conductingsafetycoaching;
• Promotingsafetycoaching;
• Attendingsafetyrelatedtrainingwiththeteam;
• Recognizingemployeesforworkingsafely;
• Providingatleastonepositivesafetyfeedback;
•
Reviewingobservationdataanditsimportanceinsafetymeetings;and
• Activityparticipatinginsafetyactivities.
Thecompletedchecklistshouldbeturnedinweekly.Managersareenc
ouragedto
pinpointthreetofivebehaviorsfortheirperformance,sincetheycan’t
focuson
everythingataspartofmanagers’annualevaluations.
Measure2.QualityofObservations
OneoftheconcernswiththepastperformanceofBBSwasrelatedtothe
poorqualityof
observations.Sincetherewerequotasforobservations,alotofobserv
ationshadbeen
conductedandturnedin.Someoftheobservationswerevaluableandle
dtoreal
17
improvements.Ontheotherhand,manyobservationswereglibandpo
ssiblyeven
“fictitious.”
Mostsafetyprofessionalsprobablyrecognizethatquotasystemswith
required
minimumscancauseissues.Cooperexplainsitthisway:
“Foravarietyofreasons,observationsarenotalwaysconducted.With
in‘one-
on-one,peer-to-
peer’processesitiscommonformanagementortheproject
teamtoovercomethisbysettingobservationquotas.Forexample,eac
hperson
willbeobserved,orwillconductanobservationonceamonth,orquarte
r.Often
thisleadstoamassivenumberofobservationcardsbeinghandedinatth
eend
ofthequotaperiod,mostofwhichfocusontheuseofPPEorunsafecond
itions.
Thisshouldraisesuspicionsabouttheirauthenticity.Italsoindicatest
heprocess
hasbecomemerelyanumbersgame.Inmyview,itismuchbettertotarg
etthe
qualityofobservations,astheyaremuchmorelikelytoreducetheincid
ent
rate.”(Cooper,131-132)
Coopernotesthatqualityofobservationsisassessedbycomparingper
centsafe
scores(thenextmeasurechosenbelow)forspecificpinpointstothosei
dentifiedin
near-
hitandincidentrecords.Asthereportedpercentsafescoresincreaseth
e
associatedinjuriesshoulddecrease.Forexample,ifwearingeyeprote
ctionisthe
pinpointedbehavior,andifthepercentageofwearingeyeprotectionis
reportedtobe
increasing,thentheassociatedeyeinjuriesshoulddecrease.Ifthisneg
ativecorrelation
doesnotexistthenthereissomekindofproblem.
Anotherwaytoassessthequalityofwrittenobservationsisbyhavinga
steering
committeeorsafetyteamreviewthedetailedcommentsfromobservat
ioncardsand
evaluatethequality.Itemsthatcouldbereviewed:
•
Didtheobserverfocusonthebehaviorspreviouslypinpointedonthec
hecklist?
•
Didtheobservationincludefeedbackreinforcingsafebehaviororadd
ressing
needsforimprovement(coaching)?Itcouldbearguedthatthereislittl
eorno
valuetoanobservationwithoutfeedback.
• Didthedialogueleadtoaprecisesolution?
• Wasa“wayforward”agreedupon?
Itshouldbenotedthatespeciallypowerfulsolutionsaretappedwhenth
esolution
impactsthesystem,ratherthanjustoneortwoindividuals.
Regardingtheuseofincentivestoimprovethequalityofobservations,
there
weresomesiteswithsafetyteamsthatevaluatedobservationssimilart
othepoints
listedabove.Theteamchosetwoorthreewinnersforthebestqualityob
servations.
Thesewinnerswonanall-
expensepaidtripstoanationalsafetyconference.
18
Measure3.PercentSafeScore
ThisisthemostcommonscoreusedinBBS.Theorganizationwasalrea
dyusingpercent
safescoresandwantedtocontinueusingpercentsafeasoneoftheirfive
primary
measures.Thismetricistheonlytypeonemeasureofthefivemeasures
selected–the
remainderaretypetwomeasuresthatmeasurethelevelofsupportforth
esafety
effort.
Percentsafeisdeterminedbytheratioofsafetounsafebehaviors.Asno
ted,it
isatypeonemeasurebecauseitdirectlyreducesexposuretoinjury.Itis
mosteffective
whenitistrendedovertime.Initialobservationsareusedasabaselinet
ocompare
futurescores.Goalsaretypicallysetbyeachworkareaandscoresareco
mparedto
eachgoal.
TheformulaforPercentSafeScores:
PercentSafe=NumberofSafePinpoints(Behaviors)
TotalNumberofPinpointsObserved
Measure4.NumberofFeedbackMethodsUtilized
Inasectionentitled“LimitlessFeedback,”Coopermakesthefollowin
gpoints:
“Feedbackisthekeytoperformance.Althoughfeedbackcomesinman
yshapes
andforms,ithastobespecific,relevant,credible,frequent,timelyandl
inkedto
actionsourcestobeeffective…Researchshowsthatusingthreetofour
feedbackmechanismsreducedtwiceasmanyinjuriesasthoseusingon
lyoneor
two.”(Cooper,31)
Thefoodmanufacturingcompanydefinedthefollowingfourmethods
of
feedbackforthefourthmetric:
1)One-on-onefeedbackwithtwo-waydialogue;
2)Simplegraphs,usinggoal-focusedlineorbargraphs;
3)Unitfeedbackinsafetymeetings,trainingsessions,toolboxandpre
-shift
meetings;and
4)Writtenfeedbacksuchasnewsletters,bulletins,jobperformancere
views.
Thescoringcriteriaforthenumberoffeedbackmethodsutilizedinclu
desagreenlight
forusingallfourmethods;ayellowlightforusingtwoorthreemethods
ofsafety
feedback,andaredlightforusingjustonemethod.Thismetricappears
rathersimple,
buttheimpactcanberatherprofound.
19
Measure5.PercentCorrectiveActionsCompleted
Thismeasurefocusesonthenumberofcorrectiveactionscompletedc
omparedtothe
totalnumberreportedinagiventimeperiod-
suchas30days.Thesafetyteamchose
>80%forgreenlight,60%to70%foryellow,and<60%forred.Thecor
porateoffice
notedthisonecouldbedifficulttoaccomplish.
Theteammadethefollowingdistinctionsforthismetric.First,theperi
odof
timewouldincludea“rolling30days.”Secondly,thecorrectiveaction
sthatrequire
engineeringfixesormajorexpenditureswouldnotbeincludedasparto
fthemetric,
althoughtheycouldbehighlyimportantandtrackedunderanothersyst
em(outsideof
theBBSprocess).
Thetheoryisthatascorrectiveactionsaretakeninatimelymanner,the
number
ofcorrectionsneededshouldbereducedovertimesincemanyofthemh
avealready
beenaddressed.
KeyPointsaboutLeadingMeasuresforAdvancingBBSEfforts
Althoughthiscaseisnewandresultsareongoing,herearesomestrateg
iesforapplying
theseleadingmeasurestobehavioralsafety:
KeyPoint#1.Leadershipbehavioristhekeytoaneffectivebehavioral
safetyeffort.
These5measuresbeginandendwithmeasuresforleadership.Leaders
hipbehaviors
arethemostimportantbehaviorsthatimpactsafetyperformance.
KeyPoint#2.Managersaregivenachoiceonhowtheythinktheycanm
ost
effectivelysupportthesafetyprocess.SimilartotheBreweryCasestu
dywhere
employeeswereexpectedtobeinvolvedinsafetybutweregivenachoi
ceonhowthey
wouldbeinvolved.Similarly,managementisexpectedtosupportBBS
andsafety,butis
givenachoiceonhowtheywillsupportthesafetyeffort.
KeyPoint#3.BBSprocessescanbemademoreefficient.TheOrganiza
tionpracticesa
teamapproachtomanufacturingatmanybutnotallsites.Consequentl
y,thesafety
approachisconsideredbothpersonalandateamapproach.Thepointis
thattheBBS
processcanbemademoreleanbyutilizingonememberperteamastheo
bserver,
versustheformerpracticeofhavingnumerousBBSObservers.
KeyPoint#4.One-on-
onefeedbackskillscanbeenhanced.Oneofthefactors
impactingthequalityofobservations(orlackofquality)wasthatmany
employees
eitherlackedthecourageortheskillstogiveeffectivefeedbacktoacow
orker.Asimple
seven-
stepprocesswasdevelopedtoaidemployeesinprovidingcrucialsafet
y
feedback.
20
Anoteaboutleadershipreluctancetoengageinleadingsafetymeasure
s.
Quiteoftenitappearsthatanapproachthatfocusesonleadingsafetym
easuresisnot
embracedbymanyorganizations–
whileonesegmentforgesaheadwithpositive
results,otherdivisionsmaykeepthesamesafetyprocessesandcontin
uetoexperience
fatalitiesandseriousinjuries.Itcanbepuzzlingifnooneaskswhatthes
uccessful
divisionwasdoingtopreventfatalities,eventhoughaparticularappro
achmaybe
highlyrecommendedtoothers.Isitpossiblethatanorganizationmayp
erceivethe
approachastoomuchwork?Orisduetoatraditionalresistancetochan
ge?
CHAPTERREVIEWQUESTIONS
1.
HowdidthenecessityoftheleadingmeasuresinCaseStudy#1dictatet
he
metricsthatweretrackedandemphasized?Whatlimitationsdoyouse
e
withCaseStudy#1?
2.
Nametwoinnovative,cornerstonecharacteristicsofCaseStudy#2.
3.
Why,inCaseStudy#3,didExxonMobilDevelopmentCompanydecid
eto
onlyfocusonfivemeasuresofsafetyperformance?
4. ComparetheCaseStudy#3with#s1and2.
5.
WhatdoyouthinkwilltheresultsoftheplandiscussedinCaseStudy#3
?
Whydoyouthinkthat?
References
Bevington,AnneM.,SafetyManagementProcess-
ProactiveSafetyMetricsthat
DrivePerformanceinManufacturingFacilities,ProceedingsoftheA
mericanSocietyof
SafetyEngineersProfessionalDevelopmentConference,2005.
Conklin,Todd,Pre-
AccidentInvestigations:AnIntroductiontoOrganizationalSafety,
Ashgate,2012.
Cooper,Dominic,BehavioralSafety:AFrameworkforSuccess,B-
SafeManagement
Solution
s,2009.
Gawande,Atul,TheChecklistManifesto:HowtoGetThingsRight,N
ewYork:Picador,
2009.
Geller,E.Scott,ActivelyCaringforPeople:CultivatingaCultureofC
ompassion,Makea
Difference,2012.
21
Manuele,FredA.,AdvancedSafetyManagement:FocusingonZ10an
dSeriousInjury
Prevention,2ndEdition,JohnWiley&Sons,2014.
McSween,TerryE.,TheValues-
BasedSafetyProcess:ImprovingYourSafetyCulturewith
Behavior-BasedSafety,2ndEdition,JohnWiley&Sons,2003.
Toellner,Jack,ImprovingSafety&HealthPerformance:Identifying
&MeasuringLeading
Indicators,ProfessionalSafetyJournal,September2001.(pp.42-47)
Toellner,Jack,LessonsLearnedinExecutingLeadingSafetyIndicat
ors,Societyof
PetroleumEngineers(SPE-168377),March2014.
Toellner,Jack,APractitioner’sApproachtoUtilizingLeadingSafety
IndicatorstoDrive
ContractorSafetyPerformance,PowerPointmoduleforAmericanSo
cietyofSafety
EngineersSeminarFest,2006.
Weick,KarlE.&KathleenM.Sutcliffe,ManagingtheUnexpected:Re
silient
PerformanceinanAgeofUncertainty,SecondEdition,SanFrancisco:
JohnWiley&Sons,
2007.
Wilson,Frazier,PersonalCorrespondence.
Woerz,Paul,PersonalCorrespondenceJune2006andJanuary2014.
Construct a 2000-word socio-autobiography, which will allow
you to use your sociological imaginations. To ensure your
success, think about the socio- autobiography each week as we
cover more material and incorporate this into your drafts. What
you post in the threaded discussions and in your drafts can be
used to formulate your ideas for this assignment, since these
allow you to reflect on material that we cover in a way that is
personal to you.
By the end of the semester you will have a document that
describes things about your own life, framed within sociological
theories, concepts and terminology. Submit your document
using Microsoft Word. Your final document will include a
glossary, including identified chapters, to correspond to the
sociological terms used in the body of the paper.
You will quickly see that as you write the drafts, you will be
building the socio- autobiography. You will find that the socio-
autobiography seems be writing itself, and you will gain a new
appreciation of your own experiences, as you place them in
sociological context.
The purpose of this paper is for me to share my life story from a
sociologist view. I will be covering several events throughout
my lifespan that had help shape me into the individual I am
today. I will do this by use one term per chapter that was cover
during this course. I will also be reflecting back on the weekly
discussing. There were a lot of variable thought-out my
duration.
I was born in Florida in 1971. As I look back on my life, I
recognize some of the events that help shape the person I am
today. The social setting of large families was the norm back
then. As it is different today, where families have few children,
I come from a family of nine children. I am the third oldest and
have to take on many different roles. Being born into an
ascribed status, I was determined to change my status from
poverty to at least middle class. As my agents of socialization,
my parents did not stress how important education; either of
them did not finish school. In my mind being successful meant
doing well in school. My life took it first major change during
the end of my fifth grade year of schooling, my parents
separated. My mother drinking increase, which I found myself
in experiencing my first role conflict between her and my
grades cause I have less time to study. I have to learned how to
balance schooling with help taking care of my sibling; so I
guess you can, as that was also my status change from sister to
partial care provider. This was a difficult time for me being the
second oldest daughter. My older sister escapes this
responsible. For some reason our parents sent her to live with
our father parents in Cordele, Georgia. I always felt I got the
short end of the stick. I have to make sacrifice but she did not.
And still today I am look at being the oldest of nine when I am
actually the third oldest.
My mother passed right after my 11th birthday, this was
depressing, and it caused me a state of anomie. I was angry with
both of my parents more so with my father, I felt he let me
down as a father so I held him responsible for her death. I felt
confused and engaged in irresponsible behaviors, such as hang
out late nights and doing unspeakable things. I was annoyed
with the world and did not know how to process the grief I was
in this probably why I became a social deviance. Fortunately, I
moved from Florida to Georgia to stay with grandparents, a
move that helped in my social construction. The distance from
my peers helped me desist from irresponsible traits; my
grandmother had a way of telling educational and insightful
stories that instilled good life values in me. To date, I still
practice the values my grandmother taught me and have instilled
in my friends and siblings.
My social network in Georgia was my family. We were surround
with uncles, aunts, and cousins. This was the first time I lived
in a neighborhood were everyone was family. It was strange at
first but I learned how to adapt. My friends were my cousins.
We did everything together. It was like a close and tight
community until tragic strike again. We had grown secure and
strong with my grandmother only for her to pass on when I was
at the age of sixteen. The demise of my grandmother was a big
blow to me as it caused an immense culture shock in my life, I
questioned life and became skeptical of the things and people
around me. The strong pillars of my life, my mom and
grandmother were taken away; leaving a huge void that affected
how I viewed life onwards. Due to the culture shock, I decided
to be emotionless and brave, which made me overcome life
hurdles to date.
I moved backed to Florida to stay with father and his new wife.
I understood he needed a life companion and it was one of the
norms for people to be married even after their partner passed
on. My father new wife did not want to take of eight children.
My oldest was grown and married when grandmother passed.
So, once again I had to take on the role as partial care provider.
As previously education was not stressed as necessary in our
household because of different ideologies and culture lag. My
father had grown up in a family background that did not identify
well with education; his new wife was also uneducated. The two
had a culture lag in matters of education; their ideologies were
about working hard and not committing to distractions like
education.
I was fortunate enough to convince my father on the essence of
education, and he supported me all through. I graduated in 1989
fighting the setbacks in my life with a positivist sociology
mindset; it helped me to keep focus. Socialization was exciting
to me, and I ensured I made new friends. I earned a one-
semester scholarship that I thought would have helped with my
consumerism since I would save my funds. Instead, I decided to
join the military; this was mainly due to the media, it portrayed
the military as an honorable career. Media also helped throw
light on gender roles, which allowed me to pursue the male-
dominated career. I served a total of 22 years of military
service.
My first duty station was Germany where I enjoyed a foreign
national status; I always wanted to travel and experience a new
culture. First time being away from family was an exciting
experience for me. I felt I was on my way of making my dream
come true about middle class. I travel and visited several
Europe countries while I was stationed there.
I became pregnant and was married in 1991 in Denmark. One
year unto my marriage I discovered that I was not in a dyad. We
seek marriage counseling to save our current lifestyle because
of our child. Regrettably, the marriage counseling did not help
much. We later ask our pastor to be the mediator; however due
to many conflicts we could not workout, we divorced in 1994. I
was determined did not get married again because of the lack of
trust I developed toward the opposite sex.
My second duty station would be Elpaso, Texas, which was a
line unit that consists of more males than female. Unlike my
first duty station, which was a not, a line unit that consists of
more female and males equality conditions was not granted to
me. I have to prove that I can be just a good as my male
counterparts.
My third duty station would be Augusta, Georgia. This is where
I meet my second husband. We dated for six months and before
he asks me to marry him. This was a very hard decision for me
because he was of a different race. And I was worry about my
family not accepting him. Even though, my family never
displayed racism I was still mull over. I was also bearing in
mind about our children future as well. Being be of an
interracial family how would life be for them. And also they
would always be thought of as African American because of the
one-drop rule. I gave in and remarried in 1995 as a result of the
reflection theory; I wanted to have a united family that would
see us grow into the future. Therefore, I thought hard and
settled for a partner who has held my hand since then.
My second child was born in 1996. Two years later I was
assigned to South Korea on an unaccompanied tour for one year;
my third duty station. This was one of my hardest duty station
the first time being separated from my children. I contemplated
about ending my career in the military. But six months into my
tour it got easier and I was granted mid tour leave which help a
lot. I found after this separation the next ones came much
easier.
My second son was born at my fourth duty station, which was in
Killen, Texas. I was untied with my family there. I was
prejudice by my male peer because I was a female. I last female
that held my current slot lack the drive. I had to proved that I
was not her and do not judge me before you know me. I was
now in charge a Logistical Warehouse. I have 34 soldiers that
fall under my supervisor once they were release by the Platoon
Sergeant; he was my peer. The first Platoon run was to rest me.
The Platoon Sergeant lost over half his soldiers’ trying to out
run me. Let say; I did not have anymore problem with this male
peer for the rest of my tour there after our first run.
My fifth duty station would be Germany again. I have the
opportunity to revisit so of my favorite places the second time
around. I love sharing these experiences with my family. It felt
good to know that I was open their eyes to different culture and
how our culture compare to others culture. This help me validity
what type of example I was setting for why children.
My sixth duty station would be Honolulu, Hawaii. This was my
long I place assignment due to all the deployments. I was
deployed three times from Hawaii to a combat zone for over 15
months each time. This was not good for my marriage or my
children. We are had to adjust to me coming and going
sometime without knowing for how long. After my last
deployment I was great ill. I was always on sick role. Two years
later I retired from the military with an honorable discharge.
Life was pretty much normal until last year. My older brother
was diagnose with stomach cancer and was given six months to
live. He was the first to pass away out of the nine of us. He was
48 years old. I took with very hard. I did not think I was going
to be able to recover from such a terrific event. I start going
back to church and seek help from the pastor to help me
understand and cope with this lost.
In conclusion my lifespan have experience several trajectories,
main events, and turning points.
Glossary
Anomie: a sense of aimlessness or despair that arises when we
can no longer reasonably expect life to be predictable; too little
social regulation; normlessness (chapter 1)
Agents of socialization: Family, Schools, Peers, Media;
the socialization that we receive in childhood has a lasting
effect on our ability to interact with others in society (chapter
4)
Ascribed Status: a status into which one is born; involuntary
status (chapter 4)
Consumerism: the steady acquisition of material possessions,
often with the belief that happiness and fulfillment can thus be
achieved (chapter 3)
Culture: the sum of the social categories and concepts we
embrace in addition to beliefs, behaviors (except instinctual
ones), and practices; everything but the natural environment
around us (chapter 3)
Culture lag: the time gap between appearance of a new
technology in unfamiliar culture (chapter 3)
Culture shock: doubt, confusion, or anxiety arising from
immersion in an unfamiliar culture (chapter 3)
Dyad: a group of two (chapter 5)
Equality of condition: the idea that everyone should be an equal
starting point (chapter 7)
Gender role: sets of behavioral norms assumed to accompany
one’s status as male or female (chapter 8)
Ideology: a system of concepts and relationships, an
understanding of cause and effect (chapter 3)
Media: any formats, platforms, or vehicles that carry, present,
or communicate information (chapter 3)
Mediator: the member of a triad who attempts to resolve
conflict between the two other actors in the group (chapter 5)
Middle class: a term commonly used to describe those
individuals with nonmanual jobs that pay significantly more
than the poverty line – though this is a highly debated and
expansive category, particularly in the united States, where
broad swathes of the population consider themselves middle
class (chapter 7)
Norm: how values tell us to behave (chapter 3)
One –drop rule: the belief that “one drop” of black blood makes
a person black, a concept that evolved from U.S. laws
forbidding miscegenation (chapter 9)
Positivist sociology: a strain within sociology that believes the
social world can be described and predicted by certain
observable relationships (akin to social physics) (chapter 1)
Prejudice: thoughts and feeling about an ethic or racial group,
which lead to preconceived notions and judgments (often
Negative) about the group (chapter 9)
Racism: the belief that members of separate races possess
different and unequal traits (chapter 9)
Reflection theory: the idea that culture is a projection of social
structures and relationships into the public sphere, a screen onto
which the film of the underlying reality or social structures of a
society is projected (chapter 3)
Role: the duties and behaviors expected of someone who holds a
particular status (chapter 4)
Role Conflict: the tension caused by competing demands
between two or more roles pertaining to different statuses
(chapter 4)
Sex: the biological differences that distinguish males from
females (chapter 8)
Sick role: concept describing the social rights and obligations
of a sick individual (chapter 10)
Social Construction: an entity that exists because people behave
as if it exists and whose existence is perpetuated as people and
social institutions act in accordance with the widely agreed-
upon formal rules or informal norms of behavior associated with
the entity (chapter 1)
Social deviance: any transgression of socially established norms
(chapter 6)
Social network: a set of relations – essentially, a set of dyads-
held together by ties between individuals (chapter 5)
Socialization: the process by which individuals internalize the
values, beliefs, and norms of a given society and learn to
function as members of that society (chapter 4)
Status: a recognizable social position that an individual
occupies (chapter 4)
Validity: the extent to which an instrument measures what it is
intended to measure (chapter 2)
Valves: moral beliefs (chapter 1)
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