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Do we have a Safety Culture Or do we have people just showing up A culture is driven from the Top Down Try the ATTAM approach Safety Cultures A true statement in time and commitment, Whose responsibility is safety? How do you reduce personal injuries and their impact on your bottom line (and your peace of mind)? People cause injuries; people can prevent them. Thus, you must train and lead people into safe behavior. This is the essence of developing a safety culture; an environment in which people consciously seek safe ways to work. Safety Cultures Action vs. Reaction • The futility of enforcement. What happens when you have safety enforcement rather than a safety culture? People then play "fool the enforcer." In this no-win game, people say to each other, "Here comes the boss, better put on your safety glasses." Your goal is for the worker to say, "This could expose my eyes to injury. I'll put on my safety glasses." • Sometimes people change positions suddenly, to avoid being caught doing something unsafe. People rearrange the materials or tools they are working with, stop what they are doing, or leave temporarily. Safety Cultures Assess, Train, Teach, Assign, and Monitor. • Assess. Observe people working, and take notes. What are the recurring unsafe acts? Assess your people to determine who can champion the correcting of attitudes, behavior, and ignorance. • Train. Once you've selected your safety champions, you must do more than just tell them, Safety champions are teachers, but they are only as effective as their training and the backing of management allow them to be. • Teach. Your trained safety champions teach safety to the rest. Safety Cultures • Assign. Some unsafe acts wouldn't happen if you could correct environmental problems. Make specific work assignments and hold individuals accountable for certain safety objectives. • Monitor. Check your safety culture progress by asking key questions. How are employees responding? How are your teachers carrying out their duties? Do they need more training? Are you rewarding your employees for safe or unsafe acts? Safety Cultures Corner Stones or Building Blocks • Safety Buy-in Is Stronger Than Compliance - Compliance is a short-term safety strategy that requires enforcement over and over again. If you stop enforcing, workers return to their old behaviors. • Negative Reinforcement Is Not Working - Gruesome photos, videos and gut-wrenching stories and presentations of people who have been injured are old, tired and just don't work anymore. Your people don't want to be told over and over what "not" to do. They don't need to hear a message of "don't do what I did." They want a blueprint for success in safety • Safety Managers Need To Keep It Fresh - It's tough for the same people to be responsible for the same messaging day-in and day-out without boring your people. People don't want to hear, over and over again, the same message of "do this, but don't do that" in safety. • Safety Is Evolving - What may have worked yesterday doesn't work today. Safety is evolving, changing and growing with new ideas, strategies and especially people. New workers are turning their backs on old compliance programs Safety Cultures Corporate Culture is the glue that holds your organization together how you do things, how you hire, how you even handle meetings. Safety Culture is the way your people do safety. Companies who attempt to shift Culture without taking into account The Code, run a real risk. Who Influences Culture? • Employees don't quit a company - they quit their boss. That is where the Culture of the workplace exists - in the relationship between employee and manager/supervisor. What people think of their workplace is largely dependent on what they think of their immediate boss. That's where Culture gets created. That's where the Code gets formed. Senior managers are responsible for the long -term vision of the company. Middle-managers are responsible for the day-to-day operation - where Culture exists. Safety Cultures Three Key groups to help you, Where To Focus Your Efforts in safety culture, you must address the various levels in the workplace in the following order: • Middle-managers and front-line supervisors first - convince your peers of the need for the change and get them to commit to join in. Then, find a way to ensure those same managers and supervisors have the proper management skills - not safety skills (you likely already have those) - and coaching skills. • Front-line personnel - if you are going to change Culture, you have to change the Code. Managers and supervisors must work with the front-line people day by day, behavior by behavior until all of the front-line is aligned. • Senior managers - the final stage is to inform senior management during (not after - during) the changes. Eventually, you will be able to show them documented improved safety performance numbers. Safety Cultures The Seven Come an Eleven in Safety; here are seven ways to achieve a culture of safety and reduce incidents: • Beware of mixed messages. "Hey, you guys, be safe, but hurry up! Don't be so safe that we can't make any money!" The real message is: "Let's get it done before 5 p.m., but if you get outside the safety guidelines, rethink it." • Make sure that the people around you understand that you have their back. They will be more likely to have yours. Watch your behavior and treat others with respect. • Be realistic about how people feel about safety procedures. If you have a process or situation that everyone makes fun of or complains about, look into it and make adjustments. Safety Cultures • Remember that many accidents happen indoors in office environments. Acting like a big shot is not only obnoxious, but apparently it's also dangerous. • Communication skills are the foundation of safety. Let people talk about what’s important to them before you tell them your opinions. People who feel heard are much more likely to listen to you. • Don’t tell the guys in their 20s how brave you were “back in the day” before modern safety equipment. • Be able to clearly explain the value of a safety procedure or policy in 30 seconds. People buy into what they understand quickly. The leading addiction on the planet is not drugs or alcohol but convenience. Safety Cultures Build your Culture don’t destroy the foundations of your work 1. Provide the key elements of knowledge, control and support. Employees use knowledge of their environment to understand what things are putting people in risky situations. 2. Offer the necessary levels of education, training, resources, and authority so employees can take ownership of the safety process. 3. Focus your training on principles and then work from a critical few principles of the safety process. Ask employees, “How do you want to apply these?” You’ll be far better off using this approach. Safety Cultures 4.Include a safety information column that addresses one safety topic in each issue of your company newsletter. 5. Protect employees’ voices. Workers who complain about workplace safety or health hazards are frequently the targets of reprisals by their employers. An independent voice is also essential because health and safety involves issues of economics and control — issues that management and the workforce may each view very differently. Those who bear the risks should have a significant voice in decisions regarding those risks. 6. Get workers involved in making decisions about safety. Their input into safety procedures, selection of PPE, and other decisions that affect their own personal safety is paramount. The team is guided by the safety professional and top manager in the company, but it is not directed by them. Team decisions can be overruled, but you need a good reason and a full explanation. Safety Cultures * Remember the three-term contingency of * applied behavior analysis: activator – behavior - consequence. Activators direct and consequences motivate. At first, people need education, training and coaching to know what to do and to expect beneficial outcomes. Through interdependency, trust, and ownership, participants internalize the three- term contingency and hold themselves accountable to actively care. Gotchas Get everyone on the same page. Executives, supervisors, employees and the safety and health team must have the same vision for safety and health. Everyone must understand that safety and health really are important to each level of the organization, and that the employees’ well- being is what it is all about. There can be no hidden agendas, no “gotchas.” Employees’ concerns and their ideas and suggestions are to be taken seriously, sometimes implemented, and rewarded.
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