addressing incident underreporting...“i did not know how to report it” “i did not want to be...
TRANSCRIPT
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Insights from 12,460 workers across 9 industries
ADDRESSING INCIDENT UNDERREPORTING FOR IMPROVED SAFETY OUTCOMES
Copyright © Sentis Pty Ltd 2019. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and
registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
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To change the lives of individuals and organisations for the better, every day.
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WELCOME & OVERVIEWAGENDA
THE CURRENT INSIGHTS
WHERE DO WE START?
CREATING A CULTURE OF REPORTING
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WHAT IS THE RISK
WHEN PEOPLE
FAIL TO REPORT?
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WHAT DO WE MISS BY FAILING TO REPORT?
✓ The ability to see trends and themes and address issues proactively
✓ The ability to learn and improve from feedback
✓ The ability to share lessons learned wider
✓ The ability fix errors when they occur
✓ The ability to have a safer and more reliable business
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Unpacking the data
The current insights
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RESEARCH SAMPLE
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INCIDENTS UNREPORTED
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INCIDENTS UNREPORTED
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50%EXPERIENCED AN INCIDENT
30%FAILED TO REPORT AT LEAST ONE
INCIDENT
6.3AVERAGE NUMBER OF INCIDENTS
NOT REPORTED
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2835 UNREPORTED
INCIDENTS A YEAR
WHAT DOES THIS LOOK LIKE IN PRACTICE?
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WHO UNDERREPORTS THE MOST?
32%
15%
21%
0%
5%
10%
15%
20%
25%
30%
35%
Frontline Worker Frontline Leader Management
Pe
rce
nta
ge
of in
cid
en
ts n
ot re
po
rte
d
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“I took care of the
problem myself”
“I did not think anything
would be done to fix the
problem”
“I thought the process would
take too much time/effort”
“I did not think it
was that important”
“I felt uncomfortable or
afraid to make a report”
“I thought I would be labelled a troublemaker”
“I thought my
performance
evaluation would
suffer”“I thought my team
members would be
angry”
“I did not know how to report it”
“I did not want
to be the one to
ruin our safety
record”“Other people talked me
out of making a formal
report”
“I was too
embarrassed”
“I thought I would not be believed”
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DRIVER 1: UNDERAPPRECIATION
38%I took care of the
problem myself
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DRIVER 2: FEAR
37%Putting stuff into [the reporting system] can
be like putting your head in a noose
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DRIVER 3: PROCESS
25%If you've ever gone to
an ICAM, you'll think twice
about reporting next time
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The impact of culture
Where do we start?
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IMPACT OF CULTURE
86% of organisational
sites sit below
Private Compliance
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Upselling the value Creating ‘Psychological
Safety’
‘Good catches’
1 2 3
CREATING A REPORTING CULTURE:
MAKING A CHANGE
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Help people understand
the value.
People need to understand
‘why’ error and incident
reporting benefits us all.
Build the frame around a
learning culture.
HOW ARE WE COMMUNICATING THE VALUE OF REPORTING?
People crave direction
and certainty.
Especially about what is
expected of them (this
includes understanding the
consequences of blatant
violations).
Early. Often. Ugly. It’s OK.
Where practical, people need to see that raising a
concern or owning a mistake is OK (particularly if it’s captured before it leads
to a bigger issue).
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If leaders want to unleash individual and collective talent,they must foster a psychologically safe climate where employees feel free to contribute ideas, share information, and report mistakes.AMY EDMONDSON – AUTHOR OF THE FEARLESS ORGANISATION
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Seek to understand.
Adopt a learning mindset,
which blends humility and
curiosity (no one wants to
suggest ideas when the
‘boss’ appears to think he or
she knows everything).
WHAT IS OUR ROLE IN CREATING PSYCHOLOGICAL SAFETY?
Give permission to play.
Where appropriate, include
the team in discussions
involving major decisions
that impact them through a
consultative process and
remain open to feedback.
Build ‘frames’.
Help teams identify with
helpful frames in regards
to their trust for each other
and how raising concerns
or owning mistakes helps
us all.
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Consider this…
What percentage of things that can (and do) go wrong in your workplace do you think are due to deliberate violationsversus errors?
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Address what is reported.
Whether faced with an incident, near-miss or safety concern, commit to action.
Take ownership of the situation and ensure that, for the psychological safety and
trust within your team, the issue is addressed.
HOW DO WE CREATE A CULTURE OF ‘GOOD CATCHES’?
Be consistent.
Be true to your stated expectations and
consequences. The perception of unfairness
creates an environment in which trust and collaboration
cannot flourish.
Close the feedback loop.
Share the learning and results. Provide positive feedback to the
team and individual involved. Help others see that you value the reporting of incidents as a method to help increase safety
on site for every worker.
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WHERE TO FROM HERE?
Develop helpful
safety attitudes
and behaviours
towards reporting
Adopt a strategic
approach to
sustained culture
change
Identify the
underlying drivers of
your safety culture
with a comprehensive
diagnostic
Understand
Safety Leadership
capability and
opportunities to
improve reporting
culture
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UNDERREPORTING OF SAFETY INCIDENTS IN THE WORKPLACE
Access your free copy at sentis.com.au/insights
Full report & recommendations now available
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INTENSIVE LEADERSHIP PROGRAM (ONLINE)
6 x 90 minute webinars
EXCLUSIVE WEBINAR OFFER
Supporting resources
+
Express your interest
Program Overview:
• Defining the culture you want to see
• Creating a culture based on trust
• Leadership frames to support trust and psychological safety
• Inviting our people to think differently
• Hunting the good stuff
• Building a plan for cultural change
Minimum numbers apply. Maximum of 12 participants per program.
Program Intakes
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11am AEST
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Over to you
Q&A
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Copyright © Sentis Pty Ltd 2019. This document remains the intellectual property of Sentis Pty Ltd and is protected by copyright and
registered trademarks. No material from this document is to be reproduced or used in any format without express written permission.
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