safety culture and data fusiontourtaiwan.or.kr/fssco2017/3-3-1 safety culture and data... · 2017....
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SAFETY CULTURE AND DATA FUSIONLI TONG Ph.D.CAMIC
Beijing Institute of Technology , Decision Making and Game Theory
Civil Aviation Management Institute of China, Aviation Safety\ Flight Training Dept.
LI TONG Ph.D.
SMS 3rd Edition, Information System, 2014-2015, China Eastern Airlines
SMS Maturity Evaluation method and Policy analysis for Airlines, 2014, CAAC
Safety Performance Evaluation System for Maintenance, 2017. CAAC
Apply Machine Learning and Pattern Recognition to QAR data analysis,
2016-2017, CAAC.
QAR data analysis platform-beyond event, China Eastern Airlines, 2018, Coming soon
Standardization of Pilot Training Curriculum, 2016, CAAC of North China
It has been described as "how an organization behaves in relation to safety and risk when no one is watching".
A safety culture within an organization can be regarded as a set of beliefs, norms, attitudes, roles and social and technical practices
concerned with minimizing exposure of employees, managers, customers and members of the general public to conditions
considered dangerous or hazardous.
Safety Culture
Behaviors
Underlying values and unquestioned assumptions
Safety Performance
Safety Climate
Safety Strategies
Safety Values
Patankar&Sabin(2010) Pyramid of Safety Culture
Behaviors
Attitudes&Opinions
Organizational mission,leadership,strategies,norms,history,legends&heros
Underlying values and unquestioned assumption
Reporting Culture
Learning Culture
Just Culture
Informed Culture
Flexible Culture
SMS
FDAASAP+LOSA
MOR
MOR
ASAP
FDA
LOSA
Procedure
Policy
Training
FUSION
Data Flow and corresponding Knowledge
• Safety Leadership• Policy• Procedure• Training
Collection
• Statistics• Sector-based risk
Analysis
• Safety Leadership• Tracking• Policy• Procedure• Training
Output
Incident
Investigation
Check
Plan
Assess Do
CheckAOC Correct
Action
Procedure Policy Training
Reactive
CalculativeProactive
Plan
DoCheck
Assess
Plan
DoCheck
Assess
Plan
DoCheck
Assess
Safety is important, we do a lot each time
when we have accident
We have systems in place to manage all
hazards
We work on the problems that we still
find
K+S K+S+A
EBT
Plan
DoCheck
Assess
Plan
DoCheck
Assess
Plan
DoCheck
Assess
Training
The personal Iceberg metaphor of Satir Model
Coping Behaviors
Feeling
Perception
Beliefs
Expectations
Values
Yearnings
Self
Satir, V., Banmen, J., Gerberm J. & Gomori, M. (1991). The Satir Model: Family Therapy and Beyond. Palo Alto, CA: Science & behavior Books, Inc.
© Carl Sayles, PsyD 2005
Stage 1 Late Status Quo
• A familiar place.
• The performance pattern is consistent
• Stable relationships give members a sense of
belonging and identity
• Members know what to expect, how to react, and
how to behave
• Implicit and explicit rules underlie behavior.
• A foreign element threatens the stability of familiar power structures.
• Most members resist by denying its validity, avoiding the issue, or blaming someone for causing the problem.
• Members in this stage need help opening up, becoming aware, and overcoming the reaction to deny, avoid or blame.
Stage 2 Foreign Element
• Relationships shatter: Old expectations may no longer be valid;
old reactions may cease to be effective; and old behaviors may
not be possible.
• The loss of belonging and identity triggers anxiousness and
vulnerability
• Now you are outside your comfort zone in a big unknown
mysterious place. You will experience the emotion such as: Stress,
Confusion, Discomfort, Pain, Fear, Excitement, Euphoria, Strong
sense of urgency
• Vital to transformation process
• It can be very creative and a lot of ideas can be generated here.
• Management needs special help avoiding any attempt to short
circuit this stage with magical solutions.
Stage 3 Chaos
• The members discover a transforming idea that shows how the
foreign element can benefit them.
• New relationships emerge that offer the opportunity for
identity and belonging.
• With practice, performance improves rapidly.
• Members in this stage need more support.
• It is a learning phase that allows for mistakes so your progress
may ebb and flow.
Stage 4 Transforming Idea and Integration
• If the change is well conceived and assimilated, the group
and its environment are in better accord and performance
stabilizes at a higher level than in the Late Status Quo.
• They feel free to observe and communicate what is really
happening.
• Some groups after many change cycles, become learning
organizations, they learn how to cope with change.
Stage 5 New Status Quo
Behaviors
Underlying values and unquestioned assumptions
Safety Performance
Safety Climate
Safety Strategies
Safety Values
Patankar&Sabin(2010) Pyramid of Safety Culture
Behaviors
Attitudes&Opinions
Organizational mission,leadership,strategics,norms,history,legends&heros
Underlying values and unquestioned assumption
• CAA share the responsibility with the Airlines to construct safety culture
• Inspectors of CAA are usually lack of enough training compare with the Airlines Managers
• Inspectors and Airlines managers should understand
get somebody punished is not a magic solution, to get
the system to be healthier is our goal.
Conclusion
THANKS FOR YOUR
ATTENTION THE END