1. Safety Team
Problem Solving

2. Goals 1. Describe various problem solving techniques.
Welcome!
Goals
Introduction
The purpose of this workshop is to provide you with an opportunity to participate in a forum which brings together safety committee members with similar responsibilities in occupational safety and health. This course will give you (and they) greater skill in overcoming the many challenges to safety committee operations. We hope you’ll also gain a greater awareness and appreciation for the important work you do.
1. Describe various problem solving techniques.
2. Identify and analyze safety committee problems.
3. Develop solutions to safety committee problems.
4. Know effective recommendations.
Objectives
1. Describe various problem solving techniques.
2. Identify and analyze safety committee problems.
3. Develop solutions to safety committee problems.
4. Write effective recommendations.

3. Introductions Team Up! Form problem solving teams Elect Team Leader
Introductions are in order.
Introductions
Form problem solving teams
Team Up!
Elect Team Leader
Select Spokesperson
Elect Team Leader
Select Spokesperson
Name you team.
Write a list of problems that safety committees are typically faced with.

4. Step 1: Understand the problem
Solving Safety & Health Problems
Step 1: Understand the problem
q Perceive the “symptoms”
* Behaviors
* Performance
What is a “problem”?
An undesired condition or situation you want to change.
Problems are OK.
What is “problem solving”
Situation-changing activities
Intervening
Problem Solving Phases
1. Perceive that a problem exists.
You perceive the “symptom”
Is there a problem?
Where is the problem?
Is it really a problem?
Facilitator’s main objective during this phase:
Gain agreement::
that a problem exists,
it needs to be fixed, and
the group will fix it.

5. * Equipment/Materials
q What is the nature of the problem?
* Leadership
* Management
* Relationship
* Process
* Environment
* Equipment/Materials

6. * Within or between persons? * Within or between groups?
q What is the scope of the problem?
* Within or between persons?
* Within or between groups?
* Within the whole organization?
q Is there REALLY a problem?
* Is there a gap between what we want and what we’ve got?
* Get agreement - is everyone sold?

7. q Is this really a problem? Is the problem statement accurate?
* Get agreement - is everyone sold?
q If more than one problem exists, which one should we solve first?
* Instant Priorities * Priority Matrix

8. Perceiving the problem
What observable/measurable signs or symptoms lead you to believe there is a problem?
What is the nature of the problem?
What is the scope of the problem?
Write the problem statement.
Is there consensus agreement with the problem statement?

9. Determine the cause(s)
Step 2:
Determine the cause(s)
q Break the problem down into component parts. Some simple techniques:
* Circle Key words
* Develop a sequence of steps
q Ask who, what, where, why, when and how, to get to the source or root problem.

10. 17

11. Getting caught up in your work...
1. What are possible surface causes for the accident?
2. What are possible root causes for the accident?

12. Step 3: Targeting Solution(s)!
q Develop specific primary and alternative solution strategies.
q Determine resources and responsibilities.
q Design specific primary and alternative solutions.
q Decide on appropriate time lines.

13. What recommendations would you make to make sure the accident described in the previous scenario never happened again?
Engineering controls
Administrative controls
Personal Protective Equipment

14. Step 4: Selling the solution
What is an effective recommendation?
First, answer five key questions
1. What exactly is the problem (surface and root)?
2. What is the history of the problem. Any similar accidents in the past?
3. What are the options that would correct the problem? Include at least three. These options must address the hazards and the exposures.
4. Who is the decision maker. Who can approve, authorize, and act on the corrective measure and when can it be carried out once approved?
5. What will be gained (the benefits) by approving the recommendation and what is the predictable result (costs) if not approved?

15. Effective Objectives:
Goals are easy to write. They're nothing more than wishes.
Improve the hazard control program.
Eat some really great food today.
Lose some wait today.

16. Objectives take a little more thought
Objectives take a little more thought. Well written objectives should have the following elements present:
Starts with an action verb. (Decrease, increase, improve, etc.)
Specifies a single key result to be accomplished.
Is quantifiable. Uses numbers to measure a desired change. (i.e., 50% increase)
Specifies a target date for accomplishment.

17. For example, operational safety objectives might be written like this:
Increase the number of safety suggestions by 25% by July 31st.
Train all new employees in out hazard communication program before they begin work.
Show a 35% reduction in back injuries by the end of 1997.
Develop and implement an effective supervisor safety training program by Tuesday.

18. Step Five: Implementing the Solution
q Change
q Transition
q Phases of Transition
Phase One. Letting go. Ending the old order. Unfreeze old behavior. Acceptance.
Phase Two. Adapting. Searching for new identity. Limbo. Neutral zone. Learning new behaviors, performance.
Phase Three. Grabbing hold. A new beginning. Refreeze new behavior. Acceptance.

19. Purpose - Intended goal, result, effect, object
Part II: APPLYING THE PROBLEM
SOLVING PROCESS
Role - The part you play
Purpose - Intended goal, result, effect, object
Function - Unintended result, effect

20. Conducting the Perception Survey
1. Gather a team.
2. Determine who you’re going to sample.
3. Decide how you’re going to do the survey
4. Tell everyone why you’re going to have a survey
5. Conduct the survey.
6. Summarize the results.
7. Meet directly with the CEO to discuss the results.

21. Sample perception survey
____ 1. My supervisor/I personally train safety procedures for specific tasks.
____ 2. My supervisor/I conduct regular safety meetings.
____ 3. My supervisor/I displays safety leadership by what is said and done?
____ 4. My supervisor/I regularly recognize(s) safety performance?
____ 5. My supervisor/I conduct regularly safety inspections?
____ 6. My supervisor/I provide(s) on-the-spot correction for unsafe work procedures?
____ 7. My supervisor/I reward(s) or recognize(s) for reporting hazards?
____ 8. My supervisor/I enforce safety rules and policies appropriately?
____ 9. My supervisor/I encourage(s) safe work practices?
____10. My supervisor/I encourage(s) and recognize(s) reporting injuries?
Total score: ________
Average score of all employees: __ Average score of all supervisors: __
1. Rate your agreement by scoring each statement below as follows:
Strongly disagree =-5, Disagree = -3, Not observable= 0, Agree=3, Strongly agree =5
2. If you are an employee, start each statement with “My supervisor”. If you are a supervisor or manager, begin each statement with “I”.

22. The Mind Map

23. Prioritizing problems as a team
1. Team. From the “Mind Map” exercise enter any five problems in the left hand column of the priority worksheet below.

24. 2. Each team member. Prioritize the problems by giving each a rating between 0 and 100 in the “your’s” column box to the right of each listed problem so that all individual scores add up to 100.

25. 3. Each team member. Obtain and list other team member scores for each problem.

26. 4. Team. Add (across each row) all individual scores for each problem to arrive at the total team score. The highest score(s) represent the team’s consensus on the relative value or importance of each problem. The problem with the highest score should be the first problem addressed by the team.

27. Brainstorming 1. Define the issue 2. Critical non-judgement
3. Organized chaos
4. Similar originality
5. Quantity, not quality
6. Brief summary statements

28. How about a “Mind Meld”

29. The final exam…