© 2010 The RAD Group, L.L.C.© 2012 The RAD Group, L.L.C.

A Practical Guide to Sustainably ChangingUnsafe Operations

®

© 2011, The RAD Group LLC

Agenda

• Safety, Complex Systems & Intervention

•Cross-Industry Study of Intervention

• SafetyCompass Training

®

Hazards are part of our work environments.

Measures are taken to keep hazards from resulting in incidents.

SAFETY, COMPLEXITY & INTERVENTION

Mechanical Safeguards:‣ Barriers against incident/injury

Procedural Safeguards:‣ Guidelines for reducing exposure

SAFETY, COMPLEXITY & INTERVENTION

Our workplaces are…‣ Dynamic‣ Complex

Mechanical & procedural safeguards are…‣ Static‣ Slow to Adapt/Change

SAFETY, COMPLEXITY & INTERVENTION

We need an additional solution that is…‣ Ubiquitous (present throughout the system)‣ Reactive‣ Adaptive

SAFETY, COMPLEXITY & INTERVENTION

Direct human intervention can be…‣ Ubiquitous (present throughout the system)‣ Reactive‣ Adaptive

SAFETY, COMPLEXITY & INTERVENTION

Employees intervene about 39% of the

time they see others doing something

unsafe.

39%61%

InterveneDo Not Intervene

The Problem:

SAFETY, COMPLEXITY & INTERVENTION

Why do we not speak up?

INTERVENTION: WHY WE DON’T SPEAK UP

“Because it would not make a difference.”

When asked why they don’t intervene, 25% said. . .

INTERVENTION: WHY WE DON’T SPEAK UP

When asked why they don’t intervene, 19% said. . .

“Because the other person would become defensive or angry.”

INTERVENTION: WHY WE DON’T SPEAK UP

Three Failed ApproachesCharmBe so nice that the person is suckered into being safe.

PushForce the person to be safe despite himself.‣Attack, Criticize, Yell, Manipulate

RetreatYou can’t change the person, so why risk an argument?

INTERVENTION: WHY WE DON’T SPEAK UP

Charm

INTERVENTION: WHY WE DON’T SPEAK UP

INTERVENTION: WHY WE DON’T SPEAK UP

Employees immediately change their behavior about 79% of the time someone intervenes in their unsafe act.

INTERVENTION: WHY WE DON’T SPEAK UP

Employees sustainably change their behavior about 48% of the time someone intervenes in their unsafe act.

INTERVENTION: WHY WE DON’T SPEAK UP

“Intervening often does not make a difference.”

In other words,

INTERVENTION: WHY WE DON’T SPEAK UP

Push

INTERVENTION: WHY WE DON’T SPEAK UP

INTERVENTION: WHY WE DON’T SPEAK UP

27%73%

Become DefensiveDo Not Become Defensive

Employees become defensive 1 out of every 4 times that someone stops their unsafe act and talks with them about it.

INTERVENTION: WHY WE DON’T SPEAK UP

16%84%

Become AngryDo Not Become Angry

Employees become angry 1 out of every 6 times that someone stops their unsafe act and talks with them about it.

INTERVENTION: WHY WE DON’T SPEAK UP

In other words,

“The other person often becomes defensive or angry.”

INTERVENTION: WHY WE DON’T SPEAK UP

Retreat

INTERVENTION: WHY WE DON’T SPEAK UP

INTERVENTION: WHY WE DON’T SPEAK UP

INTERVENTION: WHY WE DON’T SPEAK UP

We don’t speak up because we struggle to do so effectively.

TM

© 2012, The RAD Group LLC

Ensure the Fix

4Stop

1Find a Fix

3Ask

2

Each module provides:‣ Conceptual Framework

‣ Skills-based Process

‣ Skills Application (“Practice”)

TRAINING OUTLINE

TRAINING OUTLINE

Each module provides:‣ Conceptual Framework

‣ Skills-based Process

‣ Skills Application (“Practice”)

S T O P 1

When I See Something I Say Something

The Purpose

Engage the person at the right time, about the right issue, in the right way to remove the safety risk.

STOP

The PitfallsTake a wrong step and you might fail to stop the unsafe behavior . . . or worse, fail and end up in an argument.

‣ DEFENSIVENESS

‣ BLAME

‣ WRONG PROBLEM

‣ BAD TIMING

STOP

The PitfallsTake a wrong step and you might fail to stop the unsafe behavior . . . or worse, fail and end up in an argument.

‣ DEFENSIVENESS

‣ BLAME

‣ WRONG PROBLEM

‣ BAD TIMING

STOP

Defense 101:

We are predisposed to protect our . . .‣ Bodies (physical attack)‣ Property (theft)‣ Dignity (personal criticism)‣ Reputation (public ridicule)

STOP

Defense 101:

We are predisposed to protect our . . .‣ Bodies (physical attack)‣ Property (theft)‣ Dignity (personal criticism)‣ Reputation (public ridicule)

STOP

STOP

STOP

Blame 101:

“The Fundamental Attribution Error”When others do something wrong or bad, we jump to a conclusion.

“They are lazy, careless, reckless, stupid. . . have no respect for others.”

STOP

Blame 101:

When asked why the people they work with do things that are unsafe, more than 80% said,

“Because they don’t want to make the extra effort to do the job the safe way.”

STOP

Blame 101:

When asked about themselves, only about 4% said,

“Because I don’t want to make the extra effort to do the job the safe way.”

STOP

Four SkillsLearn four skills to stop unsafe actions and avoid pitfalls.‣ Remove the Risk‣ State the Problem‣ Stick to the Facts‣ Use a Do/Don’t Statement

STOP

A S K 2

Learn the Real Reason

After you Stop the person to remove the risk, it is vital that you find out why the person was being unsafe.

ASK

The Purpose

Uncover the REAL reason(s) behind unsafe behavior so that it can be changed for good.

ASK

The ProcessAsk the person the right way to learn the real reason(s) behind the unsafe behavior.

Before learning the skills, let’s address the basics:

‣ When‣ What to Look for‣ How to Ask

ASK

The ProcessAsk the person the right way to learn the real reason(s) behind the unsafe behavior.

Before learning the skills, let’s address the basics:

‣ When‣ What to Look for‣ How to Ask

ASK

What to Look for: When people do stupid things

ASK

What to Look for: When people do stupid things

ASK

It Makes Sense (from the inside)What looks crazy, evil or stupid from the outside makes a lot of sense from inside the person’s context.

ASK

“Local Rationality”The factors that are most obvious, pressing and significant from one person’s point of view aren’t necessarily obvious, pressing or significant from another person’s point of view.

But this set of factors determines what makes sense and what doesn’t.

ASK

Context Is EverythingYour context determines what actions make sense and what actions don’t.T h e s e c o n d p a r t o f t h e intervention - Ask - is about learning why it makes sense to the person to do something unsafe.

Context

ASK

If you don’t understand the person’s context, you won’t understand why the person did something unsafe.

ASK

If you don’t understand why, you will not be able to Find a Fix for the REAL reason(s) the person was being unsafe.

If you don’t understand the person’s context, you won’t understand why the person did something unsafe.

ASK

If you don’t understand why, you will not be able to Find a Fix for the REAL reason(s) the person was being unsafe.

If you don’t understand the person’s context, you won’t understand why the person did something unsafe.

If you can’t Find a Fix that works, you will not create lasting safety.

ASK

SelfSelf: Personal Factors

Motivation: Does or Doesn’t Care

Ability: Can or Can’t

Knowledge: Does or Doesn’t Know How; Is or Isn’t Aware

Habits: On “Auto Pilot”

Attention: “Blind” to the Hazard

ASK

ASK

ASK

ASK

Others: Social Factors

Others do and say things that produce unsafe behavior.

Help: Make It Easy or Hard

Pressure: Peer-Pressure & Authority

Modeling: Behaviors Seem Normal

OthersSelf

ASK

ASK

ASK

Places & things can lead to unsafe behavior.

Equipment: Tools & Other Things

Climate: Temperature, Light, Wind, Etc.

Layout: Where Things Are Located

SurroundingsOthers

Self

Surroundings: Environmental Factors

ASK

ASK

Organizations can put systems into place that lead to unsafe behavior.

Rules: Company, Customer & Industry Requirements

Rewards/Punishments: “Carrots & Sticks”

Procedures: How & When It Is Supposed to Be Done

Systems: Organizational FactorsSystemsSurroundings

Others

Self

ASK

When you see someone do something unsafe, it’s your cue to get curious:

“What am I not aware of that’s driving their unsafe behavior?”

It Makes Sense (from the inside)

ASK

Four SkillsLearn four skills to uncover the real reason(s) behind others’ unsafe behavior.‣ Don’t Guess‣ Ask Opening Questions‣ Ask Drill Down Questions‣ Listen Completely

ASK

Four SkillsLearn four skills to uncover the real reason(s) behind others’ unsafe behavior.‣ Don’t Guess‣ Ask Opening Questions‣ Ask Drill Down Questions‣ Listen Completely

ASK

ASK

“Lack of motivation” is rarely the fundamenta l problem dr iv ing someone ’s unsafe behavior.

There is usually some other f a c t o r t h a t d i m i n i s h e s motivation.

What do you hate to do?

F I N D A F I X 3

Find a Fix for the Real Reason

The Purpose

Find a way to sustainably change the unsafe behavior by fixing the real reasons behind it.

FIND A FIX

Three SkillsLearn three skills to Find a Fix for the real reason(s) behind unsafe behavior.

Motivate‣ Bring Consequences to Life‣ Connect to Self-RespectFacilitate‣ Invite Ideas

FIND A FIX

What If You Can’t Fix It?That doesn’t mean you let it go unresolved!

Your responsibility is to make sure the people who can fix it know that they need to fix it.

FIND A FIX

Systems

Surroundings

Others

Self StopAskFind a Fix

FIND A FIX

Systems

Surroundings

Others

Self

Leadership

StopAskFind a Fix

FIND A FIX

Systems

Surroundings

Others

Self

F I X

Leadership

StopAskFind a Fix

FIND A FIX

ENSURE THE FIX 4

Keep an Eye on Improvement

The Purpose

Make sure the unsafe behavior or condition is fixed and stays fixed.

ENSURE THE FIX

Incident Rate65% reduction in TRIR*

* Avg of 12 months prior as compared to avg of 7 months following initiation of program.

CASE STUDY: Land Drilling

Severity Rate89% reduction in Severity Rate*

* Avg of 12 months prior as compared to avg of 7 months following initiation of program.

CASE STUDY: Land Drilling

© 2010 The RAD Group, L.L.C.© 2012 The RAD Group, L.L.C.

®

More Information

“A Study of Safety Intervention: The Causes and Consequences of Employees’ Silence,” EHS Today, June 2011. (article link)

“Study: Employees intervene in only 2 of 5 observed unsafe acts,” Drilling

Contractor Magazine, Jan/Feb 2011. (article link)

http://www.theradgroup.com/safetycompass