So you want to be a … C R S P Prepared by – Jim Hopkins CRSP Manager, Safety & Training BCRTC Ltd. - SkyTrain

So what is a CRSP? C ritically C ritically R eflective R eflective S afety S afety P rofessional P rofessional

What’s in store… Why “they” don’t get it Obstacles to success Working on the wrong problem Solution objectives Developing solutions Consequences Uncertainty and risk Other communication issues

Why don’t they get it? Anchoring Status quo Sunk cost Confirming evidence Framing Recall-ability Base Rate

Other obstacles to success Working on wrong problem Working on wrong problem Failing to identify key objectives Failing to identify key objectives Not enough wide ranging, creative ideas Not enough wide ranging, creative ideas Overlooking crucial consequences Overlooking crucial consequences Disregarding uncertainty Disregarding uncertainty Failing to account for risk tolerance Failing to account for risk tolerance Failing to plan ahead Failing to plan ahead

Avoid working on wrong problem What triggered the problem/decision What triggered the problem/decision Differentiate fact from fiction Differentiate fact from fiction Seek underlying causes Seek underlying causes Stakeholders …all of them Stakeholders …all of them State problem explicitly State problem explicitly What’s substandard? What’s substandard? Whose problem is it? Whose problem is it? State it as problem …not a solution State it as problem …not a solution

Identify key objectives They help identify info to seek They help identify info to seek Can help you explain your choice Can help you explain your choice Help identify importance of a decision Help identify importance of a decision Distinguish means from ends Distinguish means from ends Objectives need to capture interest Objectives need to capture interest

Generate alternate solutions Postpone evaluation Postpone evaluation Involve everyone Involve everyone List alternatives consistent with goals List alternatives consistent with goals Short term and long term alternatives Short term and long term alternatives Build on others’ ideas Build on others’ ideas Challenge constraints Challenge constraints Pick the alternatives that solve the problem Pick the alternatives that solve the problem

An example You are a new safety person at your company, as you wander around you spot a worker doing maintenance on a piece of equipment near the unguarded edge of a roof You are a new safety person at your company, as you wander around you spot a worker doing maintenance on a piece of equipment near the unguarded edge of a roof Employees seen repairing equipment “X” and when doing so were exposed to a fall hazard …as defined by WCB regulations Employees seen repairing equipment “X” and when doing so were exposed to a fall hazard …as defined by WCB regulations

Alternatives? Move the equipment Install guard rails Purchase fall restraint equipment and train employees Purchase fall arrest equipment including rescue equipment and train employees

Consequences … List consequences of each alternative List consequences of each alternative Be accurate Be accurate Be complete Be complete Be precise Be precise Use a consequence table to compare Use a consequence table to compare

Guard Rail Fall arrest Fall restraint Move equip Initial Cost Ongoing Cost Training Cost Risks $$$$$$02$$$$$$$$4 $$$$$3 $$$$$001

Tradeoffs Find and eliminate dominated alternatives Find and eliminate dominated alternatives Use even swap to further refine Use even swap to further refine Rank consequences Rank consequences Don’t rank objectives Don’t rank objectives

Uncertainty Smart decision versus consequences Think about uncertainties e.g. Will parts continue to be available Will weather have an effect Will lack of use lead to problems Assign chances of uncertainties Use judgment Consult Collect data Ask experts

Risks …decision tree Guard rail Fall arrest Do nothing Fall Not Fall Fall Not Fall Fall Not Fall >1/10,000 <9,999/10,000 >1/100,000 <99,999/100,000 <1/million >99,999,999/million AlternativeOutcomeRisk

What is Acceptable Risk ? Risk Matrix Risk Matrix Probability of Occurrence Severity of Occurrence CatastrophicCriticalMarginalNegligible Frequent Unacceptable Acceptable (with review) Probable Unacceptable Undesirable Acceptable (with review) Occasional UnacceptableUndesirable Acceptable Remote Undesirable Acceptable (with review) Acceptable Improbable Acceptable (with review) Acceptable Based on MIL-STD 88-2D

Other things to consider Defensiveness Disconfirmation Respect history Focus on problem not person Deal openly Expect less appreciation Risk seeing it their way

Summary People are toughest part of job People are toughest part of job Learn…and keep on learning Learn…and keep on learning Be introspective Be introspective Be thorough Be thorough Be open to opinions of others Be open to opinions of others Use the golden rule(s) Use the golden rule(s) Most of all have fun!

References Getting Things Done When You are not in Charge Geoffrey M. Bellman Six Thinking Hats Edward De Bono Smart Choices Hammond, J; Keeney, R; Raiffa, H Developing Management Skills Whetton, D; Cameron, K Safety Management Grimaldi and Simmonds Practical Loss Control Leadership Bird, F; Germain, G