BUILDING A JUST SAFETY CULTURE

Transcription

1 BUILDING A JUST SAFETY CULTURE Airport Safety Management Systems Workshop Minneapolis, Minnesota August 8-9, 2017 Special Thanks Our Host: Airport Safety Management Systems Workshop August 8-9, 2017

2 Tim O Krongley, A.A.E., IAP Garver Aviation Planning Director Airport Safety Management Systems Workshop August 8-9, 2017

3 Safety Culture - What is It? It is a product of an organization s attitude and actions related to safety in their: 3 Airport Safety Management Systems Workshop August 8-9, 2017

4 Safety leadership, professionalism and SMS Creating the safety culture that is imperative to the success of an SMS program starts with the Executive leadership But is not limited to the Executive Leadership Creates safety leaders Airport Safety Management Systems Workshop August 8-9, 2017

5 When leadership, professionalism and a safety culture are absent? Airport Safety Management Systems Workshop August 8-9, 2017

6 Safety Culture A Business Line Is safety any different that finance? Safety is a balance between production (operations) and protection objectives Safety supports both goals Safety Leadership Develops at all levels in the organization 6 Airport Safety Management Systems Workshop August 8-9, 2017

7 What is a Safety Leader? Safety Leaders Sell and promote safety See safety leadership as a key part of a safety system They understand the relationship between safety, business performance and culture They understand that a safety system does not create a culture but rather the leadership and continuous improvement creates a safety culture Airport Safety Management Systems Workshop August 8-9, 2017

8 Top-Driven with Safety Leaders 8 Airport Safety Management Systems Workshop August 8-9, 2017

9 Safety Culture is a Team Effort Top Driven Commitment Employees Actions Safety Culture Success Airport Safety Management Systems Workshop August 8-9, 2017

10 THANKS! Airport Safety Management Systems Workshop August 8-9, 2017

11 NOT JUST A SAFETY CULTURE, A JUST SAFETY CULTURE STEVE THOMPSON, MANAGER OF AIRPORT SAFETY DENVER INTERNATIONAL AIRPORT AUGUST 8, 2017

12 THE DEN ENVIRONMENT 2

13 SHAPING SAFETY CULTURE 3

14 DEN SAFETY CULTURE Infraction Accountability Program Safety Assurance Awareness Educational Rehabilitative 4

15 DEN SAFETY CULTURE Safety Recognition Programs Individual Awards Annual Award 5

16 DEN SAFETY CULTURE Sharing knowledge and experience Training Seminar Safety Committee meetings 6

17 DEN SAFETY REPORTING Our employees are the eyes and ears Multiple avenues to report No fear of reprisal Collaborative mitigation Follow-up, close the loop 7

18 DEN SAFETY RISK MANAGEMENT Proven, effective process Scalable Collaboration, partners, SMEs Non-attribution Results = action 8

19 DEN SAFETY IT TAKES A VILLAGE! 9

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21 BUILDING JUST SAFETY CULTURE Airport Safety Management Systems Workshop Minneapolis, Minnesota August 8-9, 2017 Special Thanks Our Host: Airport Safety Management Systems Workshop August 8-9, 2017

22 Building Just Safety Culture 1 st. Use Safety & Health Program Assessment Worksheets Hazard Anticipation and Detection Hazard Prevention and Control Planning and Evaluation Administration and Supervision Safety and Health Training Management Leadership Employee Participation 2 Airport Safety Management Systems Workshop August 8-9, 2017

23 Building Just Safety Culture 2 nd. Establish Safety Policy Statements & Tie Safety & Health Programs to Contracts Mandatory Pre-Bid Safety & Health Program Reviews. Pre-Construction Conference New Contractor / Subcontractor Jobsite Orientation Requirements. 3 Airport Safety Management Systems Workshop August 8-9, 2017

24 Building Just Safety Culture 3 rd Teams Need To Believe In The Following Training Educating Accountability Supervising Mentoring Train Staff On Personal Analysis & Profiles How to Identify Styles & How to Communicate 4 Airport Safety Management Systems Workshop August 8-9, 2017

25 Building Just Safety Culture Summary Teamwork ultimately comes down to practicing a small set of principles over a long period of time. Success is not a matter of mastering subtle, sophisticated theory, but rather of embracing common sense with uncommon levels of discipline and persistence. 5 Airport Safety Management Systems Workshop August 8-9, 2017

26 Safety Management Federal Aviation Administration Safety Culture, Safety Management, and Safety Performance Presented By: Don Arendt, PhD, ATP Senior Technical Advisor for Safety Management FAA Flight Standards Service Safety Management Federal Aviation Administration 1

27 Every Organization has A safety management system Safety Management Federal Aviation Administration 2

28 Management Balance Process Environmental OHS Safety Decision Making Mission Money Quality Customer Service ROI Cost Control Safety Management Federal Aviation Administration 3

29 Every Organization has A Safety Culture Safety Management Federal Aviation Administration 4

30 Culture Definition Shared basic assumptions, Learned by a group To cope with problems of adaptation and integration In ways that have worked well enough to be considered valid Taught to new members As the way to perceive, think, and feel in relation to those problems Dr. Edgar Schein MIT Safety Management Federal Aviation Administration 5

31 Levels of Culture Artifacts (Surface) Visible organizational structures, processes, behaviors (hard to decipher) Espoused Values Basic Underlying Assumptions Strategies, goals, philosophies (espoused justifications) e.g. Published Policy & Promotion Unconscious, taken for granted beliefs, perceptions, thoughts, and feelings i.e. Norms of behavior (ultimate source of values and action) Edgar Schein, MIT Safety Management Federal Aviation Administration 6

32 Culture and Performance Psychological Values Beliefs Attitudes System/ Environment Behavioral Performance Work Structure Work Environment Resources Norms Dr. Albert Bandura, Stanford M. D. Cooper, BSMS Safety Management Federal Aviation Administration 7

33 Accountability: What do we mean? Blame? A scapegoat? That s backward accountability We want forward looking accountability Taking responsibility for reporting Willingness to admit mistakes Taking responsibility for change Dr. Sidney Dekker; Virginia Sharpe, RN Safety Performance Measurement and Responsibilities of Authorities Federal Aviation Administration 8

34 Informed Decision Making ( Collective Mindfulness ) Reporting Culture: Seek information (knowing the problems is better than punishing the victim) Just Culture: Don t shoot the messenger (the next mistake may be your own) Flexible Culture: Be willing to change Learning Culture: Learn from experience Dr. James Reason Safety Management Federal Aviation Administration 9

35 ECAST/ FOCA Culture Model Safety Management Federal Aviation Administration 10

36 Traits of a Healthy Culture: High Reliability Organizations (HROs) Preoccupation with failure (track small failures) Reluctance to (over)simplify Sensitivity to operations Commitment to resilience (ability to recover) Deference to expertise Weick & Sutcliffe Safety Management Federal Aviation Administration 12

37 Service Provider Characteristics Continuous Improvement Proactive Internally Motivated Independent Calculative Organized Bureaucratic Compartmentalized Rule-Based Reactive Externally Motivated Dependent Initiating Safety Management Federal Aviation Administration 13

38 Regulator Influences Continuous Improvement Proactive Increased Trust Collaborative Flexible Calculative Bureaucratic Compartmentalized Rule-Based Reactive Authoritarian Prescriptive Initiating Safety Management Prof. Patrick Hudson; ECAST *Original Federal per Aviation Prof. Ron Westrum 14 Administration

39 FAA Compliance Philosophy Regulations and compliance are intended to control effects of identified hazards. Risk associated with noncompliance is not related to outcomes of events but in consistent conditions or patterns of performance. Effective compliance consists of system behaviors that control risk. Awareness of risk and willingness and ability to return to compliance determine action. Safety Management Federal Aviation Administration 16

40 Carelessness and overconfidence are more dangerous than deliberately accepted risk Wilbur Wright, 1901 Contact: Don Arendt, Ph.D. (703) (Cell) Wilbur Wright gliding, 1901 Photographs: Library of Congress Safety Management Federal Aviation Administration 17

41 ADI Aubrey Daniels International Building A Just Safety Culture A Behavioral Approach to Building A World-Class Culture of Safety Excellence PRESENTED BY: Ken Wagner, Ph.D., Vice President PRESENTED AT: Airport Safety Management Systems Workshop Minneapolis, Minnesota August 8, 2017 SPONSORED BY: Airports Council International and American Association of Airport Executives

42 What does a positive and proactive safety culture look like?

43 CULTURE DEFINED Patterns of Behavior (what we say and do) STRENGTHENED or weakened (on purpose or unintentionally) by People or Systems Over Time 3

44 Safety is a state of systems, processes and consistent safe practices that prevent incidents, and not merely the absence of incidents. The World Health Organization Definition Applied to Safety Excellence

45 Where is Your Organization on this continuum? ORGANIZATIONAL CHANGE & SCIENCE OF BEHAVIOR

46 Organizations Are Perfect Systems The safety performance you are experiencing today is PERFECTLY ALIGNED with the current antecedents and consequences in the work environment

47 SOME THINGS THE SCIENCE HAS TAUGHT US 1. Antecedents are necessary but not sufficient for behavior change. 2. Behavior is a function of its consequences. 3. Immediate and certain consequences are the most powerful. 4. Positive consequences are most efficient and effective. 5. Negative consequences are the most common by default and have negative side effects. 6. Consequences influence behavior regardless of whether they are intentional or unintentional

48 Deliberately and Systematically Build a Behavioral Infrastructure to Support Safe Behavior 8

49 KEYS TO A POSITIVE SAFETY CULTURE Shift toward Proactive Safety Focus more on Leading Indicators Focus on Behaviors and Results, not just Results Less Safety Cop, more Safety Coach Analyze the Causes of At-Risk Behavior Fewer kneejerk solutions that don t fix things More efficient use of resources for real solutions that will change behavior Learn how to use R+ skillfully and with precision At all levels of the company Maximize your impact on behavior and minimize negative side effects

50 CREATING A SAFE WORKPLACE Creating a Safe Workplace Requires Active Participation at all Levels of the Organization SENIOR LEADERS Set strategy, give direction, provide resources, establish priorities, decide on safety metrics. MANAGERS Create Safety Management Systems, establish procedures, allocate resources, maintain safe workplace. FRONTLINE EMPLOYEES Report hazards, participate in pre-job safety briefings, follow safety procedures, report near misses, and help each other develop safe habits.

51 ORGANIZATIONAL CHANGE & SCIENCE OF BEHAVIOR AFTER changing A s and C s, then it may be appropriate to: Use R- Wait-and-See START your efforts here: Increase R+ C A V E itizens gainst irtually verything People Early Adopters 10-20% 60-80% 10-20%

52 A Leader s Mission: Create an Environment for Success! Help People be Successful

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54 Intention vs. Impact Consequences are defined by their impact on behavior, NOT on their intended impact.

55 Make Values VISIBLE

56 CONSIDER SAFETY IN EVERY DECISION How many people to assign to a task Which employees to pair up When to order replacement parts Whether to work a crew overtime How often to check in during a job Time estimates given to management regarding completion of work

57 A Key to supervisor success is to Engage the Workforce

58 We take advice, help, feedback and coaching from people we trust and respect. Supervisors need to have the trust and respect of direct reports.

59 CHARACTERISTICS OF ENGAGED EMPLOYEES 1. Participate in safety discussions 2. Plan for and anticipate hazards 3. Actively work to keep peers safe 4. Report hazards 5. Report near misses 6. Challenge decisions

60 CREATING A ROADMAP DESIGNING CHANGE Executive Behaviors Manager Behaviors Supervisor Behaviors Employee Behaviors Leading Indicators Results Influencing Change Influencing Work The Work Impact PRIMARY INFLUENCE

61 Permanent Change Requires Staying the Course Too many priorities and initiatives distract and dilute

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63 3344 Peachtree Rd NE, Suite 1050 Atlanta, Georgia

64 In our 38 th year providing behavior-based solutions to improve organizational effectiveness Pioneered the use of behavioral science in industry Safety Leadership Performance Improvement Culture Globally recognized thought leaders and implementation experts Doing Behavior-Based Safety before it had a name Expertise in Safety Leadership Provide customized improvement strategies founded in the science of behavior

65 ORGANIZATIONS WE VE PARTNERED WITH FMC Green River Norfolk Southern bp Entergy Nuclear Canadian Natural Resources Olin Chlor-Alkali South Texas Nuclear Project Cliffs Natural Resources Chevron Mining NASA Chrysler Group Oldcastle Materials 5 th /3 rd Bank Mercedes-Benz Westinghouse M&T Bank Roche Pharmaceuticals Mayo Clinic Boeing Sears Holdings