Why People Do What They Do General Trend Review and/or Establish - PowerPoint PPT Presentation

Why People Do What They Do…

General Trend Review and/or Establish Rules, Policies and Systems Safety Focus Accident Accident Time No system and adapt to circumstances 2

Therefore Sustainable focus on Safety Requires Focus on People… 3

Let Us Play A Game 4

Points of discussion Discussion • How Organizational culture is built point 1 Discussion • Behaviour & Attitude point 2 Discussion • ABC Analysis point 3 Discussion • Ways to Correct Safety Behavioural point 4 Problems 5

Let us play a Game

7

How Cultures Emerge Top Behaviors Results Culture Management • Financial • Strong culture Employees behave in ways performance emerges • Agrees on that are shared • Market share • Traditions are consistent with assumptions of maintained • Employee shared values human behavior • Socialization and commitment • Develops a assumptions practices for shared vision of new employees cultural values 8

Vision, Mission, Values Vision Building a Safer, Smarter and Sustainable world Mission Leading Building Materials Company Delivering Superior Performance Values IICCO Integrity Innovation Care Collaboration Operational Excellence 9

HSE Vision of the company Passionately Co-Creating Safer and sustainable world for better Living Organizational Value Demonstrable Behaviours Integrity Honesty, Trust and Punctuality Giving new ideas, challenging Innovation status-quo Collaboration Building Relationship & Team work Recognition, Mutual Respect and Care Emotional Connect Operational Excellence Motivation & Passion 10

Methods of Maintaining Organizational Culture Methods of Maintaining Organizational Culture • What managers and teams pay attention to • Reactions to organizational crises • Managerial role modeling • Criteria for rewards • Criteria for selection and promotion • Organizational ceremonies, stories Removal of Recruitment of Organizational employees who employees who Culture deviate from fit the culture the culture 11

Culture Requires Continual Attention to 3 Areas PERSON ENVIRONMENT Equipment, Tools, Knowledge, Skills, Abilities, Intelligence, Machines, Housekeeping, Motives, Attitude, Personality Climate, Management Systems BEHAVIOR Putting on PPE, Lifting properly, Following procedures, Locking out power, Cleaning up spills, Sweeping floors, Coaching peers 12

H & S Building Blocks Building World Class Foundations Living Safety 1. H&S Policy 1. Effective Communication 2. H&S Rules 2. Incident Investigation Process 3. Guideline & Standards 3. Risk Assessment 4. H&S in Management Cycle & Investment 4. H&S Steering Committees Leadership 5. Progressive Discipline Policy 5. Safety Dialog Tours 6. H&S Competency Centre 6. Auditing Process & Accountability 7. Team-Based Safety 1. Sponsorship from the Top 2. Visible Felt Leadership 3. Clear Line Accountability for 1. Multi-year H&S Plan Per Unit 1. Adequate Safety and Change Mgt Skills Implementation, – Drive Roadmap Implementation at Unit – 1.1) Leaders & Managers Training Communication and – Level 1.2) Supervisors Training Compliance – Annually Revised in Management Cycle – 1.3) Operators Training – Consistent Deadline and Progress 2. Capable & Recognized H&S Staff 2. Safety Measurement System, including 3. Best Practices Extraction Process Auditing and Leading Indicators 3. Focused Initiative on Contractors Learning and Sharing Sustaining Local Improvement 13

Expectations to built culture 14

When you think of a Leader, who comes in your mind and why? 15

What does a LEADER in Safety do? 4. Safety 1. Engaging Communication 5. Feedback & 2. Challenging & Leader in Safety Coaching Recognition 3. Action 6. Credibility Oriented 16

What does a LEADER in Safety do? 1. Engaging VFL ◼ Observations & interventions – level of tolerance ◼ Verbal communication & Body language ◼ Mobilization & empowerment ◼ 2. Challenging & Coaching Defining clear expectations ◼ Dedicated 1:1 sessions ◼ IDPs & improvement actions; Training ◼ Work procedures ◼ 3. Action Oriented Sense of urgency, actions, follow up ◼ Spending time (overall & on shop floor) ◼ Reactivity & Initiatives ◼ Participation in H&S Audits ◼ 17

What does a LEADER in Safety do? 4. Safety Communication Standards, Guidelines. GPs ◼ SERs ◼ Conducting discussions & meetings ◼ 5. Feedback & Recognition Feedback – two way ◼ Reward & Recognition ◼ Progressive Discipline ◼ 6. Credibility Leading by Example - consistently ◼ Understanding of H&S Issues & roadmap ◼ Reliability – deliver on what you say ◼ Lead from the front or passing the blame ◼ 18

For Leaders The lowest standard you demonstrate will be the highest standard your team will adopt. As leaders in Safety, you’re being watched all the time. 19

What are your Safety Leadership Style? 20

Expectations on Safety Boo - Leadership 21

Maturity Step of Safety Culture (Bradley Curve) ? Where do you want to be? ? How fast do you want to get there? World Class Reactive Dependent Independent Interdependent • Safety by Natural • Management • Help Others Conform • Personal Knowledge, Instinct • Others’ Keeper Commitment Commitment, and • Compliance is the • Networking Standards • Condition of Goal Contributor • Internalization Employment • Delegated to Safety • Personal Value • Care for Others • Fear/Discipline Manager • Care for Self • Organizational Pride • Rules/Procedures • Lack of Management • Practice, Habits • Supervisor Control, Involvement • Individual Recognition Emphasis, and Goals • Value All People • Training 22

Behaviour & Attitude 23

24

Attitude vs. Behaviour MY ATTITUDE AFFECTS AFFECTS MY BEHAVIOR YOUR BEHAVIOR AFFECTS AFFECTS YOUR ATTITUDE 25

Culture Requires Continual Attention to 3 Areas PERSON ENVIRONMENT Equipment, Tools, Knowledge, Skills, Abilities, Intelligence, Machines, Housekeeping, Motives, Attitude, Personality Climate, Management Systems BEHAVIOR Putting on PPE, Lifting properly, Following procedures, Locking out power, Cleaning up spills, Sweeping floors, Coaching peers 26

Team Checkpoint Still on-going issues that can cause a serious accident at our workplace QUESTIONS Q1 : Are you stopping your peers or subordinate when they are working unsafely? Q2 : Why are you not willing or afraid to stop someone when they are not following safety rules? 27

Behavior vs. Conditioning Intervention 28

DECISION MAKING PROCESS  What is the BASIS for our Decision Making Process? ✓ Life experiences  Running a yellow light 29

The ABC Model Antecedent The reason for our behavior Behavior ABC What we do Model Consequence What keeps us doing or prevent us to continue the behavior 30

UNDERSTANDING BEHAVIOUR- ABC Analysis Antecedent : Something that comes before and sets the stage for that behaviour to occur Behaviour : What a person does Consequence : What happens to the person as a result of the behaviour ABC in it’s simplest form: A : Your nose itches B : You rub your nose C : It stops itching Consequences drive behaviour! 31

The ABC Model Explains Why People Speed Open Road Sports Car Emergency Antecedents Police Car Sunny directs the Late Day No Cops behavior Drivers Education Others speeding SPEEDING Behavior Fun !!! Consequences Save Time Motivates Personal Ticket future Injury Wear & Tear Property occurrences Damage of the behavior 32

Safety - A continuous fight with Human Nature 33

Intervention Techniques 34

3 Aspects of a Message (Review) 35

Intervention Steps in the Workplace - Process of Engagement Achieve a commitment to act and 9 discuss other issues they wish to raise Ask what corrective actions are 8 required 7 If working unsafely, ask why they feel they have to work that way Ask them what is the most likely serious 6 accident that may occur and its outcome Praise safe aspects of their behaviour 5 4 Ask them to describe what they are doing 3 Explain what you are doing and why 2 Introduce yourself and put people at ease 1 Stop and observe a work situation 36

Three Types of Behavioral Intervention • Instruction Intervention  Aim to get the performer’s attention and instruct him or her to transition from unconscious incompetence to conscious competence  It’s more effective when the instructions are specific and given one -to -one. • Supportive Intervention  The supportive consequences we give people for their safety-related behavior can go a long way toward facilitating fluency and a transition to the automatic or habit stage.  Such supportive intervention is often most powerful when it comes from one’s peers– as in peer support. 37

Three Types of Behavioral Intervention • Motivational Intervention  When people are consciously incompetent about safety-related behavior, they require some external encouragement or pressure to change  Instruction along is obviously insufficient because they are knowingly doing the wrong thing. In safety we refer to this as a calculated risk. 38