so you want to be a … c r s p prepared by – jim hopkins crsp manager, safety & training...

So you want to be aSo you want to be a … …CC RR SS PP

So what is a CRSP?So what is a CRSP?

CCritically ritically

RReflective eflective

SSafety afety

PProfessionalrofessional

What’s in store…What’s in store…

Why “they” don’t get itWhy “they” don’t get itObstacles to successObstacles to successWorking on the wrong problemWorking on the wrong problemSolution objectivesSolution objectivesDeveloping solutionsDeveloping solutionsConsequencesConsequencesUncertainty and riskUncertainty and riskOther communication issuesOther communication issues

Why don’t they get it?Why don’t they get it?

AnchoringAnchoringStatus quo Status quo Sunk cost Sunk cost Confirming evidence Confirming evidence FramingFramingRecall-abilityRecall-abilityBase RateBase Rate

Other obstacles to successOther obstacles to success

Working on wrong problemWorking on wrong problemFailing to identify key objectivesFailing to identify key objectivesNot enough wide ranging, creative ideasNot enough wide ranging, creative ideasOverlooking crucial consequencesOverlooking crucial consequencesDisregarding uncertaintyDisregarding uncertaintyFailing to account for risk toleranceFailing to account for risk toleranceFailing to plan aheadFailing to plan ahead

Avoid working on wrong problemAvoid working on wrong problem

What triggered the problem/decisionWhat triggered the problem/decisionDifferentiate fact from fictionDifferentiate fact from fictionSeek underlying causesSeek underlying causesStakeholders …all of themStakeholders …all of themState problem explicitlyState problem explicitlyWhat’s substandard?What’s substandard?Whose problem is it?Whose problem is it?State it as problem …not a solutionState it as problem …not a solution

Identify key objectivesIdentify key objectives

They help identify info to seekThey help identify info to seekCan help you explain your choiceCan help you explain your choiceHelp identify importance of a decisionHelp identify importance of a decisionDistinguish means from endsDistinguish means from endsObjectives need to capture interestObjectives need to capture interest

Generate alternate solutionsGenerate alternate solutions

Postpone evaluationPostpone evaluation Involve everyoneInvolve everyoneList alternatives consistent with goalsList alternatives consistent with goalsShort term and long term alternativesShort term and long term alternativesBuild on others’ ideasBuild on others’ ideasChallenge constraintsChallenge constraintsPick the alternatives that solve the problemPick the alternatives that solve the problem

An exampleAn example

You are a new safety person at your company, You are a new safety person at your company, as you wander around you spot a worker doing as you wander around you spot a worker doing maintenance on a piece of equipment near the maintenance on a piece of equipment near the unguarded edge of a roofunguarded edge of a roof

Employees seen repairing equipment “X” Employees seen repairing equipment “X” and when doing so were exposed to a fall and when doing so were exposed to a fall hazard …as defined by WCB regulationshazard …as defined by WCB regulations

Alternatives?Alternatives?

Move the equipmentMove the equipment Install guard railsInstall guard railsPurchase fall restraint equipment and train Purchase fall restraint equipment and train

employeesemployeesPurchase fall arrest equipment including Purchase fall arrest equipment including

rescue equipment and train employeesrescue equipment and train employees

Consequences …Consequences …

List consequences of each alternativeList consequences of each alternativeBe accurateBe accurateBe completeBe completeBe preciseBe precise

Use a consequence table to compareUse a consequence table to compare

Guard Guard RailRail

Fall Fall arrestarrest

Fall Fall restraintrestraint

Move Move equipequip

Initial Initial CostCost

Ongoing Ongoing CostCost

Training Training CostCost RisksRisks

$$$$$$$$$$ $$ 00 22

$$$$$$ $$$$$$ $$$$ 44

$$$$ $$$$ $$ 33

$$$$$$$$$$ 00 00 11

TradeoffsTradeoffs

Find and eliminate dominated Find and eliminate dominated alternativesalternatives

Use even swap to further refineUse even swap to further refineRank consequencesRank consequencesDon’t rank objectivesDon’t rank objectives

UncertaintyUncertaintySmart decision versus consequencesSmart decision versus consequencesThink about uncertainties e.g.Think about uncertainties e.g.

Will parts continue to be availableWill parts continue to be availableWill weather have an effectWill weather have an effectWill lack of use lead to problemsWill lack of use lead to problems

Assign chances of uncertaintiesAssign chances of uncertaintiesUse judgmentUse judgmentConsultConsultCollect dataCollect dataAsk expertsAsk experts

Risks …decision treeRisks …decision tree

Guard rail

Fall arrest

Do nothing

Fall

Not Fall

Fall

Not Fall

Fall

Not Fall

>1/10,000

<9,999/10,000

>1/100,000

<99,999/100,000

<1/million

>99,999,999/million

Alternative Outcome Risk

What is Acceptable Risk ?What is Acceptable Risk ?

Risk MatrixRisk MatrixProbability of Occurrence

Severity of Occurrence

Catastrophic Critical Marginal Negligible

Frequent Unacceptable Unacceptable UnacceptableAcceptable (with

review)

Probable Unacceptable Unacceptable UndesirableAcceptable (with

review)

Occasional Unacceptable Undesirable Undesirable Acceptable

Remote Undesirable UndesirableAcceptable (with

review)Acceptable

Improbable Acceptable (with review)

Acceptable (with review)

Acceptable (with review)

Acceptable

Based on MIL-STD 88-2D

Other things to considerOther things to consider

DefensivenessDefensivenessDisconfirmationDisconfirmationRespect historyRespect historyFocus on problem not personFocus on problem not personDeal openlyDeal openlyExpect less appreciation Expect less appreciation Risk seeing it their wayRisk seeing it their way

SummarySummary

People are toughest part of jobPeople are toughest part of jobLearn…and keep on learningLearn…and keep on learningBe introspectiveBe introspectiveBe thoroughBe thoroughBe open to opinions of othersBe open to opinions of othersUse the golden rule(s)Use the golden rule(s)

Most of all have fun!

ReferencesReferences Getting Things Done When You are not in ChargeGetting Things Done When You are not in Charge

Geoffrey M. BellmanGeoffrey M. Bellman Six Thinking HatsSix Thinking Hats

Edward De BonoEdward De Bono Smart ChoicesSmart Choices

Hammond, J; Keeney, R; Raiffa, HHammond, J; Keeney, R; Raiffa, H Developing Management SkillsDeveloping Management Skills

Whetton, D; Cameron, KWhetton, D; Cameron, K Safety ManagementSafety Management

Grimaldi and SimmondsGrimaldi and Simmonds Practical Loss Control LeadershipPractical Loss Control Leadership

Bird, F; Germain, GBird, F; Germain, G