slide 1 “behavioural safety leadership” march 2009 for technip facilitated by john dillon

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“Behavioural Safety Leadership”

March 2009

For Technip Facilitated by

John Dillon

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Course Aims:-

• To introduce delegates to “Behavioural Safety Management”

• To discuss the notion of the person in safety as it relates to Technip

• To develop some tools and techniques that will help delegates be a more effective leader…

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Ice Breaker

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Ice Breaker…

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Behavioural Safety Management.

• Get out and about often enough and at the right time

• Asking the right questions about the right things …

• In the right way … leading to…

• Astute targeted action OR if that’s not possible to get a:-

• Glad not a grudging promise…

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Behavioural Safety Management.

• Traditional “STOP THAT” approaches

• Behavioural Safety (Daily Behaviour and Ownership)

• Just Culture (Analysis)

• Psychology (Influencing skills)

All overlap but also interlink

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Module 1

“Behavioural Safety Management” in

Context

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Safety Culture …

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WE FEEL A LOCAL PULSE SPECIFIC SLIDE ON

CULTURE AND PERCEPTION AND

RESEARCH RESULTS WOULD BE VERY USEFUL

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Safety Culture Maturity Model…

PathologicalSafety, something that prevents the company doing business. Do not get caught!

GenerativeSafety is how the company runs its business, possesses a healthy safety paranoia

ProactiveSafety managed with workforce involvement and lead indicators

CalculativeSafety is managed on the basis of procedures and documentation and uses trail indicators

ReactiveSafety an issue once an accident has occurred

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Six Habits of Pro-Active Companies

3 Lead Measures

4 Challenging

2 Analysis before blame …

1 Good communication

5 Workforce involvement (day to day)

6 Modelling 100%

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100% Modelling …

PPE and …

Gordon Brown …

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• No Name, No Blame…. !

Safety Wave at BAE

• “Just Culture”

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• No Name, No Blame…. !

Safety Wave at client Y

• “Just Culture”

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3.57

2.31

1.39

0.880.67 0.60 0.67

1.29

0.98

0

1

2

3

4

2000 2001 2002 2003 2004 2005 Jan-06 Feb-06 YTD-06

LTIFR 2000 – 2006

Client X Performance

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Injuries

Time

Dependent

“I do it so I don’t get into trouble”

Management Individual Team

“I do it so I don’t get hurt”

Independent

“I do it so no one gets hurt”

Interdependent

Bradley Curve …

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Basketball …

how many yellow passes?

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Basketball…

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What is an Effective Safety Leader?

• Split into pairs

• Think of some managers within DHL

• Individually put them in order from most effective to least effective based on your own opinion

• Together, discuss and agree what characteristics are common to the top two in each of your lists that are different to the one at the bottom of your list

• Feedback your results to the group (without any names!)

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Two by Two MatrixTwo by Two Matrix

Imagine the room is a two by two matrix…

Where should the typical supervisor stand based on current performance

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Mindset and Safety …Mindset and Safety …

Two mindsets and 4 squares …

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““The Secret Weapon” – A VideoThe Secret Weapon” – A Video

• How does your company score?

• What issues should your company address?

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10 Core Values is Too Many …10 Core Values is Too Many …

We’d like no more than 7 to apply to Technip…

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• No Name, No Blame…. !

The “No Name…” Controversy

• “Just Culture”

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The Human Brain … is fantastic at collating information but also

flawed…

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..\Desktop\The_Human_Brain.pps

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   . 

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T DYW R E E N B M O A N R R

NOW TRY AND

REMEMBER

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he_Human_Brain.pps

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Human Failure: (Just Culture)Human Failure: (Just Culture)

Unsafe Act

Violation Error

SlipRuleKnowledgeIndividualSituationalOptimising

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Module 2

Day to Day Behaviour is

Vital…

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Attitudes, Behaviour, Pub Arguments, Sigmund Freud

and Harry and Martin …

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•Axes, hatchets, saws and chain saws

•Ceilings and walls

•Chairs, sofas and sofa-beds

•Clothing

•Grooming devices

•Pens, pencils and desk accessories

•Razors and razor blades

•Scissors

•Stairs and ramps

Hospital Treatment – USA 2002

263,000 3

400,000 2

142,000 4

54,000 5

31,000 9

50,000 6

43,000 7

34,000 8

2,000,000 1

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Ideally a Technip specific slide/ exercise will be used

here which we anticipate will broadly reflect the principles

discussed re the generic exercise…

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1

30

300

3,000

30,000 Hazards- ‘At Risk’ Behaviours

Near- Hits or First Aid

Outcomes(No Control)

Inputs(control)

InputsManagement

control

OutcomesNo Control, only

reaction

Fatal

Minor

ADI’s -Medical Treatment cases

MajorLTI’s

Performance Standards & Measures

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1

Fatal

30

Major

300

Minor

1. Direct Ratio

Main Points:

Heinrich’s Triangle:

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One in 100,000 ? …

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1

300

30,000

1. Direct Ratio2. Combinations

Main Points:

Heinrich’s Triangle:

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Three items from a measure in a pallet factory

Item 3:

Employees should not take short cuts between work benches

Item 5:

Air powered tools should be placed in holsters

Item 8:

Employees are not bombing objects

Items can combine

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A Tragic Example…

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Mindset and Statistics …

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1

300

30,000

1. Direct Ratio2. Combinations3. Learning Opportunities

Main Points:

Heinrich’s Triangle:

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Exercise

Why don’t people wear face masks when they know they need to?

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Behavioural RCA …

Please all stand…

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Root Cause Analysis

UnsafeSafePPE Category

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Example Exercise…

The half-way house in

your street

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A Pro-Active Question…

What’s slow, inconvenient or uncomfortable about doing this

safely?

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Safety Culture …

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Safety Culture …

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Why?

Five Whys AnalysisFive Whys Analysis

The Issue

Why? Why?

Why? Why? Why? Why?

Why?Why?Why?

Why?Why?Why?

Why Why?

Why?

Why?Why?Why?

Why?Why?Why?

Why Why?

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Exercise…

Youth Crime in the UK

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High Low

Easy

Hard

Impact Matrix: Impact Matrix:

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An operator required some goggles, a frequently required item, which was stored on 4m high shelving. The operator in order to access the box of goggles used a ladder which he lent against the shelving. Once he had climbed the ladder he found that the box he required was just out of arms reach and so leaned across to reach the box.

Analysing Safe and Unsafe Analysing Safe and Unsafe Behaviour: Behaviour:

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Unsafe Behaviour

2 Antecedents (Triggers)

3 Consequences (Payoffs)

Worked Example Worked Example

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Leaning From a Ladder

Unsafe Behaviour

2 Antecedents (Triggers)

3 Consequences (Payoffs)

Worked Example (C) PayoffsWorked Example (C) Payoffs

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Leaning From a Ladder

The Storage of the Goggles

The Requirement for the Goggles

The Goggles being out of Reach

The Ladder Access to Shelving

Needed to get back to the Job.

Unsafe Behaviour

2 Antecedents (Triggers)

3 Consequences (Payoffs)

Worked Example PayoffsWorked Example Payoffs

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Leaning From a Ladder

The Storage of the Goggles

The Requirement for the Goggles

The Goggles being out of Reach

Obtain the Goggles

Save Time on the JobDid not have to move the ladder

Exposure to risk of falling

The Ladder Access to Shelving

Needed to get back to the Job.

Disciplined for acting unsafely

Unsafe Behaviour

2 Antecedents (Triggers)

3 Consequences (Payoffs)

Worked Example PayoffsWorked Example Payoffs

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High Low

Easy

Hard

• Relocate Goggle Storage

• Personal Issue of PPE

• Re-Design Task/ Guard machine

• Re-Design access to shelving (stairs)

• Provide Further Awareness Training

• Develop more stringent penalties

• Implement more detailed rules and

procedures

• Praise … (!?)

• Increase on the Job Supervision

Impact Matrix: Impact Matrix:

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Exercise… 1

Run a Technip specific ABC analysis from memory

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Potential Exercise… 2

Technip specific ABC analysis on site…?

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x

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Exercise

The “Bhophal” Case Study …

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1

300

30,000

1. Direct Ratio2. Combinations3. Learning Opportunities4. Better Quantitative Data

Main Points:

Heinrich’s Triangle:

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Nonsense

Made Up

Did My Best

Complete Balls

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Lead Data

UnsafeSafePPE Category

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1

300

30,000

Halve the bottom of the triangle and you halve the top…

Main Point:

Heinrich’s Triangle:

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Module Three

Tools and Techniques…

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3.1 Hazard Spotting …

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The “Availability Heuristic”

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“The FAE, Hindsight and Elvis” (Poor

Learning)

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Groupthink

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“Cognitive Dissonance” … (Or are we brutally honest? – like depressed people - or

do we fudge?)

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Consider the new start with a perfect

attitude …

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A D 3 7

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Alex and Arsen & Vinegar in Beer (The error of expectations

and a bias to the positive)

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Managing diversity (get a fresh perspective)

What can we do?

Just Culture and Objective Analysis

ABC analysis; Five Whys Analysis; Problem Solving in Teams.

SWOT and 2 by 2…

Benchmarking

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3.2 Brainstorming (Problem Solving 3.2 Brainstorming (Problem Solving in Teams)in Teams)

• Define the problem clearly (write down ultimate

goal)

• Ideas only (no judgement)

• Systematically include all

• Be patient

• Write down all ideas

• Evaluate and build (a rare bird – just 3% of

comms!)

• Vote

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ArrowsArrows

Sp

ace

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You need to demonstrate the

solution faultlessly with chairs outside … in less than

1 minutes 30 secs from leaving the room

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… so you’ll need a plan and

to co-operate…

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Learning Points from “Arrows”Learning Points from “Arrows”

• It is hard to use even simple communication techniques …

• Stand back and take an overview (frequently…)

• Listen to each other and write ideas down (build and build again)…

• Solutions should be stated as simply as possible

• “Not invented here syndrome?!”

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Time Management

3.3 Time Management

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Exercise …

Instant Karate Kid…

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Supervision … and Change …

The volunteers in the heart monitors please…!

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3.4 DVD Chapter Three …

Generic People Skills …

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DVD Chapter 3

Please discuss the golden rules discussed in the dvd and report

back…

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Praise

A volunteer please … and a blindfold …

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P

A

C

P

A

C

Keeping in your middle bubble by staying calm will very often lead to the other person calming

down and moving into their middle bubble

Transactional Analysis Transactional Analysis

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Assertion Role Play …

One of the windows is

wrong … !!

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Coaching

The Feedback Fish …

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Active Listening …

Paxman and Howard… !!

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Active ListeningActive Listening

Full Attention

Reflect Fact

Summarise

Reflect Feeling

Interpret

Minimise

Distraction

ActListening

ParaphraseQuestioningWhat ?Yes/No?

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Active Listening …

Are you a CIA Wizard ?!

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Ownership… (& Listening)

Is this safe or unsafe?

Answer:

A borderline case. Decided by a discussion that will increase process credibility and “buy-in” to the standard.

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Selling a Message and Self Defence (for if it isn’t well

received!!)

3.5 Communicating the Message

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Benefits of Message …

Features and Benefits …

Time and Effort saved…

Avoids loss …

(Is Pleasurable …)

(Money Saved …)

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Selling the Message …Selling the Message …

• Consider the audience politics?

- your credibility? Their major concerns…

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Politics Management …Politics Management …

• 2 * 2 matrix (e.g. a child’s freedom to grow vs safety)

• We are aware of the other persons pros and cons list

• Except it’s usually a diagonal understanding! (I.E. straight to the list of the weaknesses of their argument!).

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Selling the Message …Selling the Message …

• Consider the audience politics?

- your credibility? Their major concerns…

• Support Material… “Colour” - explanation; examples; anecdotes; statistics; analogies; quotes … anything other than bullet point after bullet point …

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Verbal Communication - Bored Verbal Communication - Bored Audience?Audience?

• Change tempo, voice tone, volume etc

• Try to make eye contact with drifters

• Stop, empathise and ask questions …

• Keep an Eye Out and Stay flexible

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Question and Answer SessionQuestion and Answer Session

• Pause… think about the politics

•Answers 10 to 40 seconds…

• Include whole audience

… By linking answers to Key Points

• Be honest if stuck

… “don’t know but will find out…” (by…)

• Summarise Key Points to Finish

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Difficult QuestionsDifficult Questions

• Para-phrase…(to clarify and to help audience)

•Repeat PP to stop verbal wandering / rant!

Criticism !!

• Don’t get defensive – stay assertive

• Empathise and think before responding

• (Can) Para-phrase (the principle only - neutral?)

• In wrong?! “Regret, Reason, Remedy…”

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3.6 Subtle Influences…

A word order exercise …

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Subtle Influences…

Dennis the Dentist … (and Archie the Architect…)

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The Challenger Disaster

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Chapter Four DVD

Chapter Four – Selling, Influencing and Self Defence

Skills

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Chapter Four DVD

To flip charts and

discuss (*2)

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Behavioural Safety Management

• To visit a busy site weekly with safety foremost

• To always model safety and praise when you can

• To check “can they” reasonably do the job safely?

• If not to analysis and action plan …

• If they can coaching and influencing skills

• Follow up with praise, progress feedback and monitoring as appropriate

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Methodological Options

• Safety Culture Survey

• Workforce project teams (root cause analysis)

• Safety Leadership

• Behavioural safety process

• Individuals from projects run cascade training

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Awareness Raising …

“Turning Concern Into Action”

Pauline Goodchild (HSE)

Fax: 0115 906 2008

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The 2 * 2 matrix again … where would you like the average person to be?

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Mindset and Safety …Mindset and Safety …

Two mindsets and 4 squares …

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Two closing thoughts …

Ian Whittingham, Sky diving in New Zealand

…

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Thank You from

Ryder Marsh (Safety) Ltd

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Your closing thoughts and action plans…

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ChairmanChairman

• Calm and self confident, good listener, talent spotter, respected, unflappable.

• Domineering and bossy… may be intimidating take over the group and inhibit objective problem solving!

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Company WorkerCompany Worker

• Methodical, practical, hard-working, reliable, tolerant and strong of character…systematic and team-orientated

• Not always a great motivator… may be inflexible and lack imagination…

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Team-WorkerTeam-Worker

• Trusting, likable, nice, sensitive and sympathetic… promotes unity and harmony…

• May be indecisive…and lack fire..

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ShaperShaper

• Dynamic, energetic, fearless and sociable. Leads from the front and makes things happen.

• May be edgy and impatient, may over react to set backs and be argumentative and over-suspicious…

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PlantPlant

• Independent, unorthodox, imaginative, original, clever… uninhibited…

• Often over sensitive and prickly…often a loner… may need looking after by chair or team worker or may sulk…

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Resource InvestigatorResource Investigator

• Communicative, relaxed, sociable, enthusiastic, innovative…

• Can be lazy and complacent unless under pressure or inspired…

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Completer FinisherCompleter Finisher

• Conscientious, good with detail, relentless and hard working

• May be highly anxious… can miss the “big picture” and be overly perfectionist, fussy and obsessed with details..

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Monitor EvaluatorMonitor Evaluator

• Intelligent, prudent, objective, analytical – serious and shrewd…(rarely wrong)

• May be an aloof cold fish… can be dry, boring, over critical, pessimistic and downright irritating…

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The Learning Point…The Learning Point…

• No one has a perfect personality…

You have to make an effort to be as close to an ideal TEAM PLAYER as you can be …