DOE-EFCOG ISM & QA Fall 2016 Silent Danger

Slides:



Advertisements
Similar presentations
Health and Safety Chapter 10.
Advertisements

Hazard Recognition and Risk Analysis
Safety Training for Managers & Supervisors
Hazard Recognition and Risk Analysis 2 Safety & Administration Fire Escape Route Gathering Place Room Hazards Restroom Locations Food Breaks Cell Phones.
SAFETY Is Everyone’s Responsibility
Mark R. O'Connell, Director of Safety and Health Hobbs, Incorporated.
underlying accident causes.
Accident Causes, Prevention and Control
TARGET ZERO.
Why do accidents happen?  Accidents happen for one or both of the following Unsafe acts & Unsafe conditions.
SERVICES, LLC. 2 Ardent Management recognizes that new employees face a period of transition into new surroundings and work processes. It is during this.
 A corporation consisting of three primary businesses:  Denton Enterprises, Inc.—a management company  Denton Concrete Services Company—highway construction.
Workplace Safety Young Workers. Why is this important? Canadian statistics show that one in seven young workers are injured on the job. The leading causes.
Why do people make mistakes? Learning Lite
Accident Prevention.
© Sedgwick Claims Management Services, Inc. 2011, no part of this document may be circulated, quoted or reproduced without prior written approval of Sedgwick.
Chapter 9: Workplace Ethics
Staying Healthy and Safe Make Safety Your Business
JOB HAZARD ANALYSIS Example Guide.
NEW EMPLOYEE ORIENTATION Starting on the Right Foot!
Behavior Based Safety & Safety Observations
1 Safety Training for Supervisors. What We’ll Cover Safety program objectives The importance strong leadership The responsibility of management The role.
SAFETY PRECAUTIONS. WHAT IS EMPLOYEE SAFETY? Freedom from danger, risk, or injury in the workplace.
SAFETY.
Science What is “Safety” Freedom from danger Safety is the condition of being protected against failure, breakage, error, accidents, or harm. (Protection.
Presented by Mark Norton, MAOM, RSP Norton Safety Services 1 © NSS.
Real-World Leadership Selected Tips and Techniques for Minimizing Drama and Coaching to Success 1.
Safety on the Job Gail D. Thompson Career Related Education Colquitt County High School Moultrie, GA Developed by CCHS Technology Interns.
Safety on Call ACCIDENT PREVENTION. Safety on Call WHY DO ACCIDENTS HAPPEN? Accidents happen for one or both of the following: – Unsafe acts – Unsafe.
Historical Perspective and Overview. Accident Causation  Why do accidents happen?  This question has concerned safety & health decision makers for decades.
Safety Culture and Empowering Safety Robby Jones, Supervisor NC Department of Labor, OSHA.
Behavior Observation ASA/AEA SAFETY +. Unsafe Acts Are Responsible For 98% Of All Incidents.
WORKPLACE BULLYING Prevention and Skills to Recognise Key Factors in Your Workplace.
SU Career Services Workshop Twelve Steps to First-Year Job Success.
QCF Diploma Health and Social Care Health and Safety Part 5.
Career Management Rose Mary Velez Ariel Stilwell 4 th Period.
Supervisory Safety Leadership Best Safety Practice # 10
Safety Training for Supervisors. Welcome and Objectives 2 This web-based course is designed for supervisors of all commonwealth agencies. To explain the.
ACCIDENT INVESTIGATION PRESENTATION
Section 11.2 Safety on the Job
Gauging Your Safety Culture
Focus on What's Important
Continuing Education Module
Kelly Bemis Group Director of Clinical Services
Safety Systems & Practices for Project Delivery – The Hatch Way
Risk Tolerance Factor # 10 Role Models Accepting Risk
Six Keys for Safety Culture Improvement Mike Campbell
Are Government Alliances a Threat to Workplace Safety
Ten Steps Needed to Develop and Implement a Farm Based Safety Program
Pete Davis EW Safety Team Manager
Safety Training for Managers & Supervisors
underlying accident causes.
Continuing Education Module
Look out for each other Safety Talks.
Behaviour Based Safety (BBS): Increasing safety awareness,
Module 1: Attitude September 4, 2018.
Workforce Engagement Survey
Employability Skills Employer Expectations
Safety & Health Programs
Safety & Health Programs
Safety Self-Inspections
Learning from Incidents Engagement Pack
Be Your Coworker's Keeper
Safety on the Job Chapter 11 5/28/2019.
Safety & Health Programs
Safety toolbox Johnnie Stanton-MECA
Hazard Recognition By: Kory Hildebrand.
underlying accident causes.
SAFETY + Behavior Observation.
Journey Beyond Zero.
Presentation transcript:

DOE-EFCOG ISM & QA Fall 2016 Silent Danger Mike Hassell

Silent Danger Five Crucial Conversations of a Safety Culture Results of a study performed by VitalSmarts

Background – the Good News From 1991 to 2008, lost time workplace injuries have dropped 54.9%. Vast majority of gains attributed to improvements in equipment, policies, systems, and training. Safety Leaders have applied quality, statistical, and management tools to safety issues with positive results. Recent evidence suggests that this improvement trend is stalled – why?

The Study VitalSmarts performed a study on industry safety behaviors for CalOSHA. Thirty companies studied in various industries. >1600 frontline workers, managers, and safety directors interviewed. Additional 1500 employees across all levels from 22 different organizations were surveyed.

The Challenge Formal processes often don’t address challenges that are: Less formal, Cultural in nature, and Exist unacknowledged like icebergs below the waterline. These include: entrenched habits, social norms, and informal practices

The Silent Five Identified five “Silent Dangers” that are prevalent in work places: Common, Costly, Un-discussable 93% say their workgroup is at risk of one or more of these five “accidents waiting to happen”. When employees see one of “The Five”, only one in four will speak up. That means up to 3 out of 4 unsafe acts occur: With someone’s knowledge, and Nothing is done about it until it is too late and the “accident waiting to happen”, happens. There is the rub. While safety demands that people look out for each other, remind each other, and hold each other accountable, the reason safety risks persist is because in most organizations, people are unwilling and unable to step up to these most crucial of conversations.

“Get ‘er Done” These are rush jobs that seem to justify shortcuts. Unsafe Practices that are justified by tight deadlines. 78% see their coworkers take unsafe shortcuts. Error Precursors Time Pressure Stress Work-Arounds Unfamiliarity with task/First time “Can Do” attitude for crucial tasks Inaccurate risk perception

“This is Overboard” Unsafe practices that bypass precautions that are considered excessive. 66% see safety precautions discounted. Error Precursors Inaccurate Risk Perception Lack of knowledge “Can Do” attitude for crucial tasks

“I Think I can” Demands that push a person beyond their skill level. Unsafe practices that stem from skill deficits that can’t be discussed. 65% see unsafe acts related to competency. Error Precursors Lack of Knowledge Unfamiliarity with task/First time Lack of proficiency/Inexperience “Can Do” attitude for crucial tasks .

“Are You a Team Player?” Threats that people accept as a part of their job. Unsafe practices justified for the “good of the team, company, or customer” 64% see coworkers violate safety precautions for the “team” Error Precursors Mind Set Time Pressure “Can Do” attitude for crucial tasks Inaccurate risk perception

“Just This Once” Unsafe practices that are justified as exceptions to the rule. Special cases that “seem” to allow exceptions. 55% see coworkers take one-time exceptions. Error Precursors Time Pressure Stress Changes/Departure from routine “Can Do” attitude for crucial tasks Illness or fatigue Taken together, these five undiscussables account for a vast number of accidents waiting to happen Not bystander apathy, it is bystander agony – not that they don’t care.

VitalSmarts Solution? More Training/Audits/Tools? Accountability? Important and necessary, but won’t fix the problem. Study showed People already see the problems! Accountability? YES – on a Personal Level - We need to hold each other accountable for unsafe actions. When people speak up, 82% say their actions result in a safer work environment for everyone. When accountability is carefully and intentionally built into the culture, every employee is responsible for holding his or her peers accountable. In these cultures, the unsafe actions of errant individuals almost never persist.

Human Nature and Compliance Difficulty Non-Compliance Risk + Accountability Individual Belief of Hazard Enforcement Organizational Belief of Hazard Peer

The Cure to the Silent Danger We need to carefully and intentionally build safety accountability into our culture. We need to give permission to our coworkers to let us know when we are not working safely. We need to speak up when safety lines are crossed – no matter who crosses them.