slide 1 “behavioural safety leadership” march 2009 for technip facilitated by john dillon
TRANSCRIPT
Slide Slide 11
“Behavioural Safety Leadership”
March 2009
For Technip Facilitated by
John Dillon
Slide Slide 22
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…
Slide Slide 33
Ice Breaker
Slide Slide 44
Ice Breaker…
Slide Slide 55
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…
Slide Slide 66
Behavioural Safety Management.
• Traditional “STOP THAT” approaches
• Behavioural Safety (Daily Behaviour and Ownership)
• Just Culture (Analysis)
• Psychology (Influencing skills)
All overlap but also interlink
Slide Slide 77
Module 1
“Behavioural Safety Management” in
Context
Slide Slide 88
Safety Culture …
Slide Slide 99
WE FEEL A LOCAL PULSE SPECIFIC SLIDE ON
CULTURE AND PERCEPTION AND
RESEARCH RESULTS WOULD BE VERY USEFUL
Slide Slide 1010
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
Slide Slide 1111
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%
Slide Slide 1212
100% Modelling …
PPE and …
Gordon Brown …
Slide Slide 1313
Slide Slide 1414
• No Name, No Blame…. !
Safety Wave at BAE
• “Just Culture”
Slide Slide 1515
• No Name, No Blame…. !
Safety Wave at client Y
• “Just Culture”
Slide Slide 1616
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
Slide Slide 1717
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 …
Slide Slide 1818
Basketball …
how many yellow passes?
Slide Slide 1919
Basketball…
Slide Slide 2020
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!)
Slide Slide 2121
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
Slide Slide 2222
Mindset and Safety …Mindset and Safety …
Two mindsets and 4 squares …
Slide Slide 2323
““The Secret Weapon” – A VideoThe Secret Weapon” – A Video
• How does your company score?
• What issues should your company address?
Slide Slide 2424
10 Core Values is Too Many …10 Core Values is Too Many …
We’d like no more than 7 to apply to Technip…
Slide Slide 2525
• No Name, No Blame…. !
The “No Name…” Controversy
• “Just Culture”
Slide Slide 2626
The Human Brain … is fantastic at collating information but also
flawed…
Slide Slide 2727
..\Desktop\The_Human_Brain.pps
Slide Slide 2828
.
Slide Slide 2929
T DYW R E E N B M O A N R R
NOW TRY AND
REMEMBER
Slide Slide 3030
he_Human_Brain.pps
Slide Slide 3131
Human Failure: (Just Culture)Human Failure: (Just Culture)
Unsafe Act
Violation Error
SlipRuleKnowledgeIndividualSituationalOptimising
Slide Slide 3232
Module 2
Day to Day Behaviour is
Vital…
Slide Slide 3333
Attitudes, Behaviour, Pub Arguments, Sigmund Freud
and Harry and Martin …
Slide Slide 3434
•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
Slide Slide 3535
Ideally a Technip specific slide/ exercise will be used
here which we anticipate will broadly reflect the principles
discussed re the generic exercise…
Slide Slide 3636
Slide Slide 3737
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
Slide Slide 3838
1
Fatal
30
Major
300
Minor
1. Direct Ratio
Main Points:
Heinrich’s Triangle:
Slide Slide 3939
One in 100,000 ? …
Slide Slide 4040
1
300
30,000
1. Direct Ratio2. Combinations
Main Points:
Heinrich’s Triangle:
Slide Slide 4141
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
Slide Slide 4242
A Tragic Example…
Slide Slide 4343
Mindset and Statistics …
Slide Slide 4444
1
300
30,000
1. Direct Ratio2. Combinations3. Learning Opportunities
Main Points:
Heinrich’s Triangle:
Slide Slide 4545
Slide Slide 4646
Exercise
Why don’t people wear face masks when they know they need to?
Slide Slide 4747
Behavioural RCA …
Please all stand…
Slide Slide 4848
Root Cause Analysis
UnsafeSafePPE Category
Slide Slide 4949
Slide Slide 5050
Slide Slide 5151
Example Exercise…
The half-way house in
your street
Slide Slide 5252
A Pro-Active Question…
What’s slow, inconvenient or uncomfortable about doing this
safely?
Slide Slide 5353
Safety Culture …
Slide Slide 5454
Safety Culture …
Slide Slide 5555
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?
Slide Slide 5656
Exercise…
Youth Crime in the UK
Slide Slide 5757
High Low
Easy
Hard
Impact Matrix: Impact Matrix:
Slide Slide 5858
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:
Slide Slide 5959
Unsafe Behaviour
2 Antecedents (Triggers)
3 Consequences (Payoffs)
Worked Example Worked Example
Slide Slide 6060
Leaning From a Ladder
Unsafe Behaviour
2 Antecedents (Triggers)
3 Consequences (Payoffs)
Worked Example (C) PayoffsWorked Example (C) Payoffs
Slide Slide 6161
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
Slide Slide 6262
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
Slide Slide 6363
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:
Slide Slide 6464
Exercise… 1
Run a Technip specific ABC analysis from memory
Slide Slide 6565
Potential Exercise… 2
Technip specific ABC analysis on site…?
Slide Slide 6666
x
Slide Slide 6767
Exercise
The “Bhophal” Case Study …
Slide Slide 6868
1
300
30,000
1. Direct Ratio2. Combinations3. Learning Opportunities4. Better Quantitative Data
Main Points:
Heinrich’s Triangle:
Slide Slide 6969
Nonsense
Made Up
Did My Best
Complete Balls
Slide Slide 7070
Lead Data
UnsafeSafePPE Category
Slide Slide 7171
Slide Slide 7272
Slide Slide 7373
Slide Slide 7474
1
300
30,000
Halve the bottom of the triangle and you halve the top…
Main Point:
Heinrich’s Triangle:
Slide Slide 7575
Module Three
Tools and Techniques…
Slide Slide 7676
3.1 Hazard Spotting …
Slide Slide 7777
Slide Slide 7878
Slide Slide 7979
The “Availability Heuristic”
Slide Slide 8080
Slide Slide 8181
“The FAE, Hindsight and Elvis” (Poor
Learning)
Slide Slide 8282
Slide Slide 8383
Groupthink
Slide Slide 8484
Slide Slide 8585
Slide Slide 8686
“Cognitive Dissonance” … (Or are we brutally honest? – like depressed people - or
do we fudge?)
Slide Slide 8787
Slide Slide 8888
Consider the new start with a perfect
attitude …
Slide Slide 8989
A D 3 7
Slide Slide 9090
Alex and Arsen & Vinegar in Beer (The error of expectations
and a bias to the positive)
Slide Slide 9191
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
Slide Slide 9292
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
Slide Slide 9393
ArrowsArrows
Sp
ace
Slide Slide 9494
You need to demonstrate the
solution faultlessly with chairs outside … in less than
1 minutes 30 secs from leaving the room
Slide Slide 9595
… so you’ll need a plan and
to co-operate…
Slide Slide 9696
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?!”
Slide Slide 9797
Time Management
3.3 Time Management
Slide Slide 9898
Exercise …
Instant Karate Kid…
Slide Slide 9999
Supervision … and Change …
The volunteers in the heart monitors please…!
Slide Slide 100100
3.4 DVD Chapter Three …
Generic People Skills …
Slide Slide 101101
DVD Chapter 3
Please discuss the golden rules discussed in the dvd and report
back…
Slide Slide 102102
Praise
A volunteer please … and a blindfold …
Slide Slide 103103
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
Slide Slide 104104
Assertion Role Play …
One of the windows is
wrong … !!
Slide Slide 105105
Coaching
The Feedback Fish …
Slide Slide 106106
Active Listening …
Paxman and Howard… !!
Slide Slide 107107
Active ListeningActive Listening
Full Attention
Reflect Fact
Summarise
Reflect Feeling
Interpret
Minimise
Distraction
ActListening
ParaphraseQuestioningWhat ?Yes/No?
Slide Slide 108108
Active Listening …
Are you a CIA Wizard ?!
Slide Slide 109109
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.
Slide Slide 110110
Selling a Message and Self Defence (for if it isn’t well
received!!)
3.5 Communicating the Message
Slide Slide 111111
Benefits of Message …
Features and Benefits …
Time and Effort saved…
Avoids loss …
(Is Pleasurable …)
(Money Saved …)
Slide Slide 112112
Selling the Message …Selling the Message …
• Consider the audience politics?
- your credibility? Their major concerns…
Slide Slide 113113
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!).
Slide Slide 114114
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 …
Slide Slide 115115
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
Slide Slide 116116
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
Slide Slide 117117
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…”
Slide Slide 118118
3.6 Subtle Influences…
A word order exercise …
Slide Slide 119119
Subtle Influences…
Dennis the Dentist … (and Archie the Architect…)
Slide Slide 120120
The Challenger Disaster
Slide Slide 121121
Chapter Four DVD
Chapter Four – Selling, Influencing and Self Defence
Skills
Slide Slide 122122
Chapter Four DVD
To flip charts and
discuss (*2)
Slide Slide 123123
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
Slide Slide 124124
Methodological Options
• Safety Culture Survey
• Workforce project teams (root cause analysis)
• Safety Leadership
• Behavioural safety process
• Individuals from projects run cascade training
Slide Slide 125125
Awareness Raising …
“Turning Concern Into Action”
Pauline Goodchild (HSE)
Fax: 0115 906 2008
Slide Slide 126126
The 2 * 2 matrix again … where would you like the average person to be?
Slide Slide 127127
Mindset and Safety …Mindset and Safety …
Two mindsets and 4 squares …
Slide Slide 128128
Two closing thoughts …
Ian Whittingham, Sky diving in New Zealand
…
Slide Slide 129129
Thank You from
Ryder Marsh (Safety) Ltd
Slide Slide 130130
Your closing thoughts and action plans…
Slide Slide 131131
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!
Slide Slide 132132
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…
Slide Slide 133133
Team-WorkerTeam-Worker
• Trusting, likable, nice, sensitive and sympathetic… promotes unity and harmony…
• May be indecisive…and lack fire..
Slide Slide 134134
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…
Slide Slide 135135
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…
Slide Slide 136136
Resource InvestigatorResource Investigator
• Communicative, relaxed, sociable, enthusiastic, innovative…
• Can be lazy and complacent unless under pressure or inspired…
Slide Slide 137137
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..
Slide Slide 138138
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…
Slide Slide 139139
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 …