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Richard N. Knowles, Ph.D.
www.safetyexcellenceforbusiness.com
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com1
2015 Indiana Safety and Health Conference & Expo
Indiana Convention CenterMarch 16-18, 2015
The Safety Leadership Process™The Leading Edge to Total
Business Excellence
Partner-Centered SafetyPeople Pulling for Safety
Richard N. Knowles, Ph.D.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com2
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Partner-Centered Safety
• Working with people.
• The gift of discretionary energy
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com3
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com4
Belle Plant TRC Rate by Year
0.470.230.230.210.210.32
6.987.57
8.86
5.86
2.95
1.10.74
0.850.260.37 00.42 0.350.360.12 0 0 0.34
0
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C R
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TRCRate
2006
The Results are a Function of the Leadership ProcessesPartnering
LWC LWC3157 Days(16.5 Million Exposure Hours)
3831 Days
(1/31/07)
3
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com5
Proven and Robust!
• Hundreds of successful workshops in all sorts of businesses and functions.US, Australia, New Zealand, China, Canada, Italy, Malaysia, UK
Earnings+300%
Productivity+45%
Emissions‐87%
Other Examples
• New Zealand Steel, Auckland
• CSR Invicta Sugar Mill, Ayr, Australia
• Weir Multiflo, Coulum Beach, Australia
• Weir SPM, Fort Worth, TX
• Through Partner-Centered Safety
Sustainable Levels of Excellence
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com6
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You Can Lead The Path to Excellence
• You are knowledgeable.
• You are professionals.
• You have access to many people and parts of the organization.
• You understand what it takes for people to work safely.
• You have power and influence.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com7
You Know
• Safety Excellence Requires;
–Strong leadership/ support
–Partnering with the people
–Strong safety culture
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com8
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You Know
• We need a strong safety systems approach
–Oneness of purpose
–Interdependence of many elements
–Structure and organization
–Best possible decisions
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com9
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com10
You Know Safety Interacting Complex Systems
Occupational Safety• Acute; Slips, Trips, Falls• Deaths• PPE, TrainingAve. Cost of OSHA Recordable • ~$50,000/personManaged by people close
to the work.Leading Indicator• Safe Acts Index• Near Misses
O. S.
Occupational Health• Long-term• Low levels of exposure• ErgonomicsChronic exposures to many people• Asbestos• Lead• Carpel tunnelHigh Costs/many people; >$ millionsManaged by people close to thework + health experts & researchersLeading indicator-weak signals(inside & outside) & changes in laws,NIOSH, USW
O. H.
Process SafetyAcute• Spills• Releases • ExplosionsChronic• Ground water-C-8s• Air-BenzeneVery high costs• Many injuries• Deaths• Much distruction• $ Millions to billions
Managed by people close to the work + engineers, chemists,researchers, AIChELeading indicators• Near Misses• Adherence to standards
• Timelines• Schedules• Backlogs• Inspections
P. S.
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Everything is Constantly Changing
• Aspects of every job are complex & ambiguous.– The training courses don’t quite fit the situation.– The people around them have various views and
ideas.– The environment keeps changing.
• Every situation is dynamical.• We depend on everyone making the best
possible decisions so that the work is done safety and effectively.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com11
Excellence in SafetyRequires the Best Decision Making
• People need to co-create their Strategic Safety Plan™ seeing & understanding… – The Whole Picture & their role in it,– The Parts,– The Interaction of the Parts, &– Have agreements of
• Trust & Interdependence• Support, asking for help• Helping each other, listening, caring• Open flow of information
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com12
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So Why Is It So Hard To ReachSafety Excellence?
• Leadership Processes are often weak & counterproductive.
– Driving, pushing, harsh behavioral processes, punishment, training, record keeping, most safety meetings, most audits, etc. do not get you beyond compliance.
– Management lip service, lack of money, excessive record keeping, pencil-whipping, etc. are barriers.
– Speaking up and sharing information can get you into trouble.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com13
Weak Leadership Leads to Disengaged People
• Cost the as much as ~$ 350 Billion/yr.
• Low morale
• Bullying
• Interfere with information flows
• High Absenteeism & turnover
• Waste time and resources
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com14
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You Can Fill this Gap
• You are often with the people, and they know and trust you.
• You are knowledgeable.
• You know the safety rules.
• You can listen to the people and learn together.
• You can talk with the people and help them to make the right safety decisions.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com15
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com16
The Three Big Safety Mistakes Many Managers Make
Production FirstNormalization of DriftStructural & Cultural Blocks
to Communication
Challenger, Bhopal, Deepwater Horizon,Chernobyl, First Chemical (WV)
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The Production First Mindset
• We have to get the product out now, but do it safely.
• Do it quicker, and cheaper.
• We have to meet the sales schedules.
• We can’t miss a shipment
• We’ll schedule the maintenance when it is convenient.
• But we can overcome the pressure with trust, openness, lots of feedback and listening.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com17
Normalization of DriftContinuous Improvement and Drift
• We want continuous improvement, that is carefully thought out, discussed and documented.
• But,– People look for easier, quicker ways to do their work.
– Unguided efforts to make improvements lead to drift; a little “improvement” here, another there…..disaster.
– This can be quite subtle.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com18
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Structural Blocks to CommunicationThe Traditional Organizational
Structure• The Fundamentals
– Specialization provides
regulation.
– Control and coordination are
in the level above.
• Results in horizontal & vertical barriers.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com19
The Traditional Organizational Structure
• Information– Only up the silos
– Quality is lost
– Time is lost
• Decisions– Only down the silos
– Clarity is lost
– Untimely
2/23/2015(C) Richard N Knowles, Ph.D.
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The Traditional Organizational Structure
• People are disempowered from doing stuff and taking responsibility.
• They lose sight of the outside world.
• The customer is outside-not up.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com21
The Traditional Organizational Structure
• Decision makers need:– Technical competency
– Social competency
– Access to information
– Freedom to act
• It’s rare for the bottom of the silos to have all this.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com22
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Cultural Barriers • People do not ask for your opinion.• Messengers get “shot”.• Management does not want bad news; the boss
doesn’t listen.• “The Tall Poppy Syndrome”.• Mind your own business.• Bullying• Don’t want to look like a suck.• Keep your mouth shut.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com23
Break the Communications Barriers
2/23/2015(C) Richard N Knowles, Ph.D.
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• Open, free-flow of information• Build trust and interdependence• Work with the people to co-create
your shared future.
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2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com25
You can make the difference!
You Can Lead The Path to Excellence
• You are knowledgeable.
• You are professionals.
• You have access to many people and parts of the organization.
• You understand what it takes for people to work safely.
• You have power and influence.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com26
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You Can Lead The Path to Excellence
• Use the Safety Leadership Process™.
• You can shift the culture towards better decision-making and safety excellence.
• Building trust and opening up the flow of information are critical!
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com27
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com28
SafetyInteracting Complex Systems
Occupational Safety• Acute; Slips, Trips, Falls• Deaths• PPE, TrainingAve. Cost of OSHA Recordable • ~$50,000/personManaged by people close
to the work.Leading Indicator• Safe Acts Index• Near Misses
O. S.
Occupational Health• Long-term• Low levels of exposure• ErgonomicsChronic exposures to many people• Asbestos• Lead• Carpel tunnelHigh Costs/many people; >$millionsManaged by people close to thework + health experts & researchersLeading indicator-weak signals(inside & outside) & changes in laws,NIOSH, USW
O. H.
Process SafetyAcute• Spills• Releases • ExplosionsChronic• Ground water-C-8s• Air-BenzeneVery high costs• Many injuries• Deaths• Much distruction• $ Millions to billions
Managed by people close to the work + engineers, chemists,researchers, AIChELeading indicators• Near Misses• Adherence to standards
• Timelines• Schedules• Backlogs• Inspections
P. S.
TheSafety Leadership
Process™
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Partner-Centered Safety
• Traditionally we talk at the people.– There are lots of negative assumptions about:
• Their interest in their work• Their motivation• How smart they are• Their attitudes
• Yet, none of us can see every part of the picture!
• So, building on your SHE foundations, partnering with the people changes everything!
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com29
The Safety Leadership Process™
2/23/2015(C) Richard N Knowles, Ph.D.
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Sharing All Information
Building Trust & Interdependence
Co-Creating the Strategic Safety Plan
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The Safety Leadership Process™Four Interacting Circles of Excellence
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com31
(Clarity, Coherence,Principles & Standards
Building the BOWL)
Starting at SHE ComplianceUsing the Process Enneagram©
Co-Creating the Strategic Safety Plan™
Building Trust,Interdependence & Openness
Best possible decisions Moving to Excellence
Everyone Pulling TogetherContinuous Improvement
Partnering with the People Walking, Looking, Talking,Listening, Sharing, Learning.
Fixing Problems,Building Together,
BecomingLeaderful
Open engagementCourageCareConcernCommitmentFeedbackA New Way of Being
The BOWL ProvidesOrder & Freedom
Note: R. N. Knowles,Partnering for Safety and Business Excellence 2012ISBN 978-0-9721204-1-8
The BowlControl shifts from edicts to building the Bowl.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com32
Freedom to Learn, Grow,Experiment.
Vision• Sustainable future
• Economically• Socially• Environmentally
Mission• Be the best
• Safety• Quality• Costs• Customer service• HR• Public Image
Principles• Share information• Build trust• Develop meaning• Standards of Performance &
Behavior
Standards• Safety• Quality• Costs• Customer service• HR• Public Image
Expectations• Performance• Metrics
Order & Focus
The “Soft” Stuff The ”Hard” Stuff
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Rapid, Effective, SustainableProven & Robust
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com33
12/18/14 (C) Richard N Knowles & Associates, Inc
Earning +300%
Produc vity +45%
Emissions ‐87%
John Kotter 1. Create Urgency 2. Form Powerful Coalition 3. Create a Vision for Change 4. Communicate Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in the Culture Leading Change, 1995
Richard Knowles The Safety Leadership Process™ Move to Teams, Total Involvement Chaos, Complexity, CAS, CRP Process Enneagram Deeply Shared Values BOWL (Freedom & Order) Free Flow of Information Building Trust and Interdependence Walking the Plant; 5 Hrs./day Leaderfulness Developing
5 Different Plant Managers • Methyl chloride,
2,000# • Oleum, 22# • Doug Fish, Death Phosgene January 22-23, 2010
Top-Down Partner-Centered Safety Drifted Back to Top-Down
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com34
Proven and Robust!
• Hundreds of successful workshops in all sorts of businesses and functions.US, Australia, New Zealand, China, Canada, Italy, Malaysia, UK
Earnings+300%
Productivity+45%
Emissions‐87%
18
You Can Lead The Path to Excellence
• You are knowledgeable.
• You are professionals.
• You have access to many people and parts of the organization.
• You understand what it takes for people to work safely.
• You have power and influence.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com35
You Can Do This
• Go into your workplaces.• Talk person-to-person with the people sharing
safety and business information. • Listen & answer their questions.• Ask for their ideas and suggestions.• Strengthen the decision-making process.• Build trust & interdependence• Encourage them to take the lead in developing
and implementing (if appropriate) their ideas.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com36
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Why This Works
• The right approach…complex systems
• The right tools…tools of complexity
• The right process…partnering & involvement
• The right reasons…achieve safety and business excellence
• The right purpose…build sustainable excellence.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com37
The Payoff
• Decision-Making gets much better.
• Watch leaderfulness and excellence develop.
• Safety performance improves quickly.
• Earnings show improvement.
• You help to create a powerful, sustainable safety culture
• Celebrate the successes.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com38
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You Are All Winners• Take the lead.
• Share information.
• Build trust and interdependence.
• Help everyone to see how important their roles are for the whole organization.
• Partner with the people.
• You can make safety excellence happen!
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com40
2015 Indiana Safety and Health Conference and Expo March 16-18, 2015 Indianapolis, IN ©Richard N. Knowles, Ph.D. Partner-Centered Safety© A New Approach to Achieving Sustainable, Safety Excellence Richard N. Knowles, Ph.D. The Core:
Shared beliefs and values Co-Created Strategic Safety Plan Creation of the Bowl…A container for order and
freedom Sustained by:
Continuous Plan review & upgrading and Daily engagement with all the people
In this work we use;
The Right Approach (Complex Adaptive Systems) The Right Tools (Tools of Complexity) The Right Processes (Partnering with the People) For the Right Reasons (Achieve Safety & Business
Excellence) For the Right Purpose (Build Sustainable Safety &
Business Excellence)
©Richard N. Knowles January 16, 2015
12/18/14 (C) Richard N Knowles & Associates, Inc
Earning +300%
Produc vity +45%
Emissions ‐87%
John Kotter 1. Create Urgency 2. Form Powerful Coalition 3. Create a Vision for Change 4. Communicate Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in the Culture Leading Change, 1995
Richard Knowles The Safety Leadership Process™ Move to Teams, Total Involvement Chaos, Complexity, CAS, CRP Process Enneagram Deeply Shared Values BOWL (Freedom & Order) Free Flow of Information Building Trust and Interdependence Walking the Plant; 5 Hrs./day Leaderfulness Developing
5 Different Plant Managers • Methyl chloride,
2,000# • Oleum, 22# • Doug Fish, Death Phosgene January 22-23, 2010
Top-Down Partner-Centered Safety Drifted Back to Top-Down