1. Where Safety Strategy Meets Execution
David Lynn, CSP, Experienced Executive, Published Author, and Public Speaker

2. Workshop – Day 2
Time (minutes)
Introduction
Vision & Purpose 15
Risk Perception: Why do we take chances?
Module Two 60
Presentation: Individual Prevention Tools & Techniques
Stop When You Are Unsure – Questioning Attitude
SAFE Dialogs – Prevention begins with a conversation
STAR – (Stop – Think – Act – Review)
FACTS – (Foresee-Ask-Confirm-Test-Stop)
Group Exercise: Plant Walk Using One of the Tools 45
Break

3. Workshop – Day 2
Time (minutes)
Module Three 60
Presentation: Supervisors Prevention Tools & Techniques
Preplan your work.
Conduct a post job review.
Three keys to great communication.
Audit your jobs.
Discussion: Open Discussion 15
Wrap-up

4. Module 2: Individual Prevention Tools & Techniques
Risk Perception
Why do we take chances?
Module 2: Individual Prevention Tools & Techniques

5. Create SAFE HABITS

6. Create SAFE HABITS Individual Tools Leadership Tools
FIRST - Understand that the injury can happen to YOU!
Have a Questioning Attitude
Review Task (SAFER)
Self Check (STAR)
Stop When Unsure
Follow Procedures/Rules
Communicate
Review the Jobsite
Audit the Task/Job
Perform Pre-Job Brief
Conduct Post Job Review
Individual Tools
Leadership Tools

7. GOAL: Create Habits That Recognize & Mitigate Risk.
Creating Keystone Habits
40% of actions people perform each day are not decisions. They are habits.
Habits form to save effort. (pg. xvi)
GOAL: Create Habits That Recognize & Mitigate Risk.
Reference: The Power of Habit, Charles Duhigg

8. Creating Keystone Habits
Keystone habits say that success doesn't depend on getting everything single thing right, but instead relies on identifying a few key priorities and fashion them into powerful levers. (pg. 100)
Cultures grow out of the keystone habits in every organization, whether leaders are aware of them or not. (pg. 124)
Reference: The Power of Habit, Charles Duhigg

9. Creating Keystone Habits
New habits are created: by putting together a cue, a routine, and a reward, and then cultivating a craving that drives the loop. (pg. 49)
Reference: The Power of Habit, Charles Duhigg

10. Creating SAFE HABITS Have a Questioning Attitude Review Task (SAFER)
Self Check (STAR)
Stop When Unsure
Follow Procedures/Rules
Communicate
Review the Jobsite
Audit the Task/Job
Perform Pre-Job Brief
Conduct Post Job Review

11. Creating Keystone Habits
Develop Keystone Habits That Influence Risk Decisions
Have a Questioning Attitude
Review Task (SAFER)
Self Check (STAR)
Stop When Unsure
Follow Procedures/Rules
Communicate
Review the Jobsite
Audit the Task/Job
Perform Pre-Job Brief
Conduct Post Job Review

12. Risk Perception Why do we take chances? Prevention Tools & Techniques
Questioning Attitude – Get the FACTS

13. Questioning Attitude
People think that activities always go as planned.
A questioning attitude fosters situation awareness.
It encourages thought about safety before action is taken.
It encourages workers to stop and resolve hazards.

14. How to QUESTION Get the FACTS F-oresee (critical activities)
A-sk open-ended questions
C-onfirm knowns and unknowns
T-est the current situation
S-top when uncertain

15. When to Use Confusion or Doubt “Something is not right”
When you hear the words: “I assume,” “probably,” “I think,” “maybe,” “should be,” “not sure,” “might,” “we’ve always,” and so forth
When making a decision about an important activity.
When experiencing uncertainty, confusion, or doubt.
When “something is not right”.
When encountering unanticipated changes in conditions.
When you hear danger words: “I assume,” “probably,” “I think,” “maybe,” “should be,” “not sure,” “might,” “we’ve always,” and so forth

16. Summary Questions raise awareness.
Questions help you avoid blind spots.
Questions reveal risk.
Questions encourage you correct hazards.
Questions show where things may go wrong.

17. Risk Perception Why do we take chances? Prevention Tools & Techniques
Task Review - SAFE Dialogue

18. SAFE Dialogues
SAFE Dialogues are a tool to raise situation awareness by talking about job steps, potential errors, consequences, and solutions.
SAFE Dialogues require people to question the steps in a job and anticipate hazards.

19. SAFE Dialogues
SAFE Dialogues help promote situation awareness through frequent questions and conversations.
The SAFE Dialogue promotes management visibility and it encourages a questioning attitude.

20. SAFE Dialogue Accepted Practice: Summarize the critical steps
Anticipate errors for each critical step and relevant error precursors
Foresee probable and worst-case consequences should an error occur during each critical step
Evaluate controls or contingencies at each critical step to prevent, catch, and recover from errors, and to reduce their consequences

21. When to Use the Tool Site visits Conducting audits
Before starting a job
Prior to a pre-job brief
Just before performing a critical step
After extended delays in an activity

22. Summary Prevention can start with a conversation!
Clarify risk and solve problems with a SAFE Dialogue.

23. Prevention Tools & Techniques
Risk Perception
Why do we take chances?
Prevention Tools & Techniques
STAR - Self Check

24. STAR - Self Check Self-checking helps people focus on the action.
Self-checking helps you understand the expected outcome before acting.
Self-checking encourages you to verify the results.
Self-checking boosts attention before an action is performed.

25. STAR S- top before each step T- hink about the hazards
A- ct within safe work scope
R- eview work

26. When to Use Stop before critical steps. Stop when unsure.
Stop to verify results.
Stop to clarify questions.
Stop to gain understanding.

27. Summary
You control your focus!
Think through every step.

28. Prevention Tools & Techniques
Risk Perception
Why do we take chances?
Prevention Tools & Techniques
Stop When Unsure

29. Stop When Unsure
Gain more accurate information about the work situation before proceeding with the activity.
A brief stoppage of work to allow workers, their supervisor, or other knowledgeable persons to discuss the issue before resuming the task.

30. When to Stop When uncertainty, doubt, confusion, or questions persist.
If outside of conditions assumed by a technical procedure.
When encountering conditions inconsistent with the procedure.
If beyond the scope of the plan or process.

31. Summary Uncertainty increases mistakes.
If you don’t know what to do, stop and ask!
Get information from knowledgeable people.
Think through the steps.
Observe what is going on around you.

32. Group Exercise

33. Purpose The purpose of this module is to:
Emphasize the importance of analyzing work and identifying hazards.
Offer techniques to increase to increase risk perception.