Creating a Positive Safety Culture

Purpose Show that safety improvement work is as much about developing a productive culture as it is about using the right safety tools and initiatives Give an example of leadership work and the impact on safety performance

What do you see here? I see the standards set by the leadership. As an aside, the behaviour is rational; BUT NOT excusable. Respirators in smelter

Systems induced behaviour Systems encouraged behaviour Which box dominates? Error Violation Personal issues eg fatigue, language problem. Wilful negligence. One person (special cause) “Persistent offender” Deming common cause is a leadership problem. Leaders design and implement systems. Training, shift pattern, poor task assignment/SOP, poor risk assessment process. Reward systems, measures, perceived requirement to rush, lack of accountability and consequences, follow my leader Most people (common cause) Systems induced behaviour Systems encouraged behaviour

Leadership Leadership is recognized when it is either good or bad. Leadership theories – often identify behavioural characteristics such as charisma, vision or courage. However, leaders have real work to do. This work involves the creation of a productive culture “by what they systematically pay attention to.” (Edward Schein)

Culture or What happens when Miss Crutchfield goes home?

What is Culture? A group of people share mental models or mythologies …Fair… …Dignifying… …Trustworthy… …Honest… A group of people share mental models or mythologies (Ian Macdonald)

Good leaders can “put themselves into other people’s shoes” Understand how team members perceive themselves and each other. Understand how team members perceive the organisation and the leader. Understand what behaviours are driven by the organisational systems. Predict how team members will interpret change.

What people might say Unproductive culture Productive culture “Production comes first” “We cut corners to get production” “Work is dangerous; injuries are inevitable.” ”They don’t care about safety, you never hear about incident investigations” You never see the leadership out here. “My leader really cares. S/he listens to my concerns and follows up on issues.” “We are actively involved in safety improvement work. My boss supports this 100%.” “You know where you stand on safety rules. My manager is firm, but fair.” “I am personally given the authority to address safety issues and concerns.”

The safety tool box Unfair No respect Cowardly Dishonest No trust Incident investigation Cowardly Major hazard assessment Safety observations Risk assessment Bow tie diagrams Peer to peer Safety shares Dishonest No trust

Fair Respectful Courageous Honesty Trustworthy Risk assessment Incident investigation Courageous Major hazard assessment Safety observations Risk assessment Bow tie diagrams Peer to peer Safety shares Honesty Trustworthy

Culture change (Ian Macdonald) If there is no contradiction between what people expect and what happens (i.e. no dissonance) there will be no change in culture Start Goal Existing Culture: Described in terms of people’s mythologies about themselves, their work, the organisation, & their Leader Dissonance Desired Culture: Described in terms of how you would like people to behave and to view these things … & their Leader Its not one thing – “all managers are bastards” It needs consistency. You need to understand your audience. Behaviour What I do and say Systems The way we do things Symbols Non-verbal messages

Mythologies at site A – one example A felt lack of appreciation for work done and recognition of achievement was a common theme. “no one has courage to give honest feedback”, “not enough individual recognition,” “only remembered for stuff that went wrong,” “it’s a way of keeping budgets down ‘cos if I’m a 7 and there’s not enough money then they make me a 5,” “ if someone has the knife out for you then you are done,” “based on plant performance not individual,” “not much feedback, no recognition of performance, goal posts keep changing,” “supervisor does not know what I do or my job description”

Mythologies continued Leaders perceived not to care about safety – them and us “supervisors just want tonnage, trucks are not being parked up if it is not safe,” “safety actions on backlog are huge,” “follow up on safety issues; seem to go in a black hole.” “Management should spend more time out there talking with people, it’s all very well sitting in a cool room and talking about safety”.

System change - Performance Review Redesign Team Room

Leadership work impact Leadership work started in 2004 Leadership training Systems changes included: Performance review Job grades & Pay linkages Role descriptions Housekeeping Car park resurfacing Uniforms Leaders on the shop floor

Change requires good social process Safety tools (Technical) Necessary but not sufficient + Improvement People process (Social) “When human beings are part of the solution, a technical solution is no solution at all” Brig R Macdonald

Leadership and culture