SAFETY CULTURE AND DATA FUSIONLI TONG Ph.D.CAMIC

Beijing Institute of Technology , Decision Making and Game Theory

Civil Aviation Management Institute of China, Aviation Safety\ Flight Training Dept.

LI TONG Ph.D.

SMS 3rd Edition, Information System, 2014-2015, China Eastern Airlines

SMS Maturity Evaluation method and Policy analysis for Airlines, 2014, CAAC

Safety Performance Evaluation System for Maintenance, 2017. CAAC

Apply Machine Learning and Pattern Recognition to QAR data analysis,

2016-2017, CAAC.

QAR data analysis platform-beyond event, China Eastern Airlines, 2018, Coming soon

Standardization of Pilot Training Curriculum, 2016, CAAC of North China

It has been described as "how an organization behaves in relation to safety and risk when no one is watching".

A safety culture within an organization can be regarded as a set of beliefs, norms, attitudes, roles and social and technical practices

concerned with minimizing exposure of employees, managers, customers and members of the general public to conditions

considered dangerous or hazardous.

Safety Culture

Behaviors

Underlying values and unquestioned assumptions

Safety Performance

Safety Climate

Safety Strategies

Safety Values

Patankar&Sabin(2010) Pyramid of Safety Culture

Behaviors

Attitudes&Opinions

Organizational mission,leadership,strategies,norms,history,legends&heros

Underlying values and unquestioned assumption

Reporting Culture

Learning Culture

Just Culture

Informed Culture

Flexible Culture

SMS

FDAASAP+LOSA

MOR

MOR

ASAP

FDA

LOSA

Procedure

Policy

Training

FUSION

Data Flow and corresponding Knowledge

• Safety Leadership• Policy• Procedure• Training

Collection

• Statistics• Sector-based risk

Analysis

• Safety Leadership• Tracking• Policy• Procedure• Training

Output

Incident

Investigation

Check

Plan

Assess Do

CheckAOC Correct

Action

Procedure Policy Training

Reactive

CalculativeProactive

Plan

DoCheck

Assess

Plan

DoCheck

Assess

Plan

DoCheck

Assess

Safety is important, we do a lot each time

when we have accident

We have systems in place to manage all

hazards

We work on the problems that we still

find

K+S K+S+A

EBT

Plan

DoCheck

Assess

Plan

DoCheck

Assess

Plan

DoCheck

Assess

Training

The personal Iceberg metaphor of Satir Model

Coping Behaviors

Feeling

Perception

Beliefs

Expectations

Values

Yearnings

Self

Satir, V., Banmen, J., Gerberm J. & Gomori, M. (1991). The Satir Model: Family Therapy and Beyond. Palo Alto, CA: Science & behavior Books, Inc.

© Carl Sayles, PsyD 2005

Stage 1 Late Status Quo

• A familiar place.

• The performance pattern is consistent

• Stable relationships give members a sense of

belonging and identity

• Members know what to expect, how to react, and

how to behave

• Implicit and explicit rules underlie behavior.

• A foreign element threatens the stability of familiar power structures.

• Most members resist by denying its validity, avoiding the issue, or blaming someone for causing the problem.

• Members in this stage need help opening up, becoming aware, and overcoming the reaction to deny, avoid or blame.

Stage 2 Foreign Element

• Relationships shatter: Old expectations may no longer be valid;

old reactions may cease to be effective; and old behaviors may

not be possible.

• The loss of belonging and identity triggers anxiousness and

vulnerability

• Now you are outside your comfort zone in a big unknown

mysterious place. You will experience the emotion such as: Stress,

Confusion, Discomfort, Pain, Fear, Excitement, Euphoria, Strong

sense of urgency

• Vital to transformation process

• It can be very creative and a lot of ideas can be generated here.

• Management needs special help avoiding any attempt to short

circuit this stage with magical solutions.

Stage 3 Chaos

• The members discover a transforming idea that shows how the

foreign element can benefit them.

• New relationships emerge that offer the opportunity for

identity and belonging.

• With practice, performance improves rapidly.

• Members in this stage need more support.

• It is a learning phase that allows for mistakes so your progress

may ebb and flow.

Stage 4 Transforming Idea and Integration

• If the change is well conceived and assimilated, the group

and its environment are in better accord and performance

stabilizes at a higher level than in the Late Status Quo.

• They feel free to observe and communicate what is really

happening.

• Some groups after many change cycles, become learning

organizations, they learn how to cope with change.

Stage 5 New Status Quo

Behaviors

Underlying values and unquestioned assumptions

Safety Performance

Safety Climate

Safety Strategies

Safety Values

Patankar&Sabin(2010) Pyramid of Safety Culture

Behaviors

Attitudes&Opinions

Organizational mission,leadership,strategics,norms,history,legends&heros

Underlying values and unquestioned assumption

• CAA share the responsibility with the Airlines to construct safety culture

• Inspectors of CAA are usually lack of enough training compare with the Airlines Managers

• Inspectors and Airlines managers should understand

get somebody punished is not a magic solution, to get

the system to be healthier is our goal.

Conclusion

THANKS FOR YOUR

ATTENTION THE END