©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. The Crucial Role of Leadership in Fatality Prevention: How leadership shapes culture in support of safety Thomas R. Krause, Ph.D. Chairman of the Board BST

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Central Questions What motivates the senior leader’s interest in fatality prevention?What motivates the senior leader’s interest in fatality prevention? What is the relationship between fatal injuries and less serious injuries?What is the relationship between fatal injuries and less serious injuries? If we improve safety generally will we reduce fatal injuries?If we improve safety generally will we reduce fatal injuries? How are leadership and culture related to fatality prevention?How are leadership and culture related to fatality prevention? What is the senior leader’s role in the prevention of fatalities?What is the senior leader’s role in the prevention of fatalities?

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Working Interface Worker Facilities and Equipment Procedures Safety Enabling Elements Hazard recognition & Mitigation Skills, Knowledge, & Training Policies & Standards Exposure reduction mechanisms Organizational Sustaining Systems Selection & Development Structure Performance management Rewards & Recognition Organizational Culture Leadership Blueprint for Safety Transformation

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Safety Leadership Model Personality and Values, Ethical and Emotional Commitment

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST.

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Measurable Attributes of Organizational Culture Organizational Factor 1. PJ Procedural Justice 2. LMX Leader-Member Exchange 3. MC Management Credibility 4. POS Perceived Organizational Support Team Factor 5.TW Teamwork 6.WGR Work Group Relations Ethics and or Safety Specific Factor 7.C Safe and or Ethical Climate 8.UC Upward Communications 9.AO Approaching Others

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Performance Variables Predicted by the OCDI Diagnostic 1. Job performance 2. Salary progression 3. Career satisfaction 4. Follower performance 5. Frequency of safety-related mishaps 6.Intention to quit 7.Commitment to the organization 8.Organizational- citizenship behavior 9.Absenteeism 10. Job satisfaction 11. Ethical performance

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Leadership Best Practices Vision Credibility Communication Collaboration Action Orientation Feedback & Recognition Accountability

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Transformational Leadership Challenging Engaging Inspiring Influencing

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Big Five Emotional resilience Learning orientation Conscientiousness Collegiality Extroversion

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Leadership Style Predicts Best Practices <3333 to 66>66 Practices Percentile Scores Leadership Style

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Best Practices Predict Culture <3333 to 66>66 Practices Culture Percentile Scores

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. The Senior-Most Leaders' Best Practices Predict Culture <=66>66 Practices Percentile Scores Culture Percentile Scores

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Culture Predicts Safety Outcomes Percentile Scores <3333 to 66 >66 Culture Injury Rate

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Higher OCDI Scores Predict Lower Occupational Injury Rates for Clients with Occupational Injury Rates Less than Bottom ThirdMiddle ThirdTop Third OCDI Aggregate Scores Average Occupational Injury Rate

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Fatalities are a primary issue Visibility may be limited to numbers Leading indicators are valued but rarely present Cost is not usually the issue The strongest motive is broad culture change Resource availability is tied to perception of competence The perspective of the senior executive leader

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Safety means my well being. It is personal. Interest level is high Frustration with “programs” and inconsistencies Results are visible evidence not numbers The Perspective of the Front- Line Employee

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Looking out for my folks Large variation across employees Confidence regarding skill level Skill level is critically important: vision, credibility, collaboration, communication, action orientation, providing feedback, accountability The Perspective of the First-Line Supervisor

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Depends on size of location Fatality exposure is an issue Numbers are frustrating to small facility managers Leading indicators are sorely needed The Perspective of the Facility Manager

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. The Safety Pyramid A valid generalization which obscures important relationships Fatalities Lost-Time Accidents Recordable Injuries *

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. Summary Points Fatality prevention is our most important task It is a noble calling that unites all constituencies It brings our best tools and concepts together It is the responsibility, the ethical obligation of leadership at all levels

©2007 Behavioral Science Technology, Inc. All rights reserved. This information is provided for informational use within your organization. It may not be used for training, modified, reproduced, or used outside of your organization without written permission from BST. The Crucial Role of Leadership in Fatality Prevention: How leadership shapes culture in support of safety Thomas R. Krause, Ph.D. Chairman of the Board BST