this material was produced and/or reviewed under grant sh20859sho from the occupational safety and...
TRANSCRIPT
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This material was produced and/or reviewed under grant SH20859SHO from the Occupational Safety and Health Administration, U.S. Department of Labor. It does not necessarily reflect the views or policies of the U.S. Department of Labor, nor does mention of trade names, commercial products or organizations imply endorsement by the U.S. Government.
ACHIEVINGA
TOTAL SAFETY CULTURE
TSCTSC
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Agenda
• A Total Safety Culture Overview• What it is• Why it is important
• Motivation - how it affects you• The Observation and Feedback Process• Supervisor Responsibilities• Giving and Receiving Feedback
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The Characteristics of a Successful Total Safety Culture
• Safety is held as a value by all employees• Each employee feels a sense of responsibility
for the safety of their co-worker as well as themselves
• Each employee “Actively Cares”• Each employee realizes their responsibility
to speak- up when a fellow employee is at risk
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Values, Intentions and Behaviors
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Perc
en
t A
gre
em
en
t w
ith
Su
rvey S
tate
men
t
Should(Value)
Willing(Intentions)
Do(Behavior)
Cautioning co-workers about performing unsafe acts
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Safety Triangle
3Behavior
2Knowledge, Skills, Abilities, Intelligence, Motives, Attitude, Personality
Person
Putting on PPE, Lifting properly, Following procedures,Locking out power, Cleaning up a spill,Sweeping floor, Coaching co-workers
1Environment
Equipment, Tools, Machines,Housekeeping, Heat/Cold,
Engineering
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Focus: Accident Prevention
At-Risk Work Practices
Near Miss
Minor Injury
Serious Injury
Fatality
TotalSafetyCulture
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Developing Safe Habits
Unconsciously Incompetent
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Developing Safe Habits
Consciously Incompetent
Unconsciously Incompetent
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Developing Safe Habits
Consciously Competent
Consciously Incompetent
Unconsciously Incompetent
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Developing Safe Habits
Unconsciously Competent
Consciously Competent
Consciously Incompetent
Unconsciously Incompetent
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Direction Is NOT Enough
Direction
Motivation
Behavior
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UnderstandingMotivation
TSCTSC
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ABC ModelWhat Motivates Behavior?
A CBActivators Behavior ConsequencesGuides or directs
behavior
Signs
Policies
Directive Feedback
Training/demonstrations
Goal Setting
Modeling
Lectures
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ABC ModelWhat Motivates Behavior?
A CBActivators Behavior Consequences
Actions
Driving the speed limit
Putting on PPE
Locking out power
Using equipment guards
Giving a safety talk
Cleaning up spills
Coaching others about safe work practices
Guides or directs behavior
Signs
Policies
Directive Feedback
Training/demonstrations
Goal Setting
Modeling
Lectures
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ABC ModelWhat Motivates Behavior?
A CBActivators Behavior Consequences
Motivates the futureoccurrence of
behaviors
Self-approval
Supervisor approval
Reinforcing feedback
No injury
Pizza Lunch
Co-worker approval
Thank You
Actions
Driving the speed limit
Putting on PPE
Locking out power
Using equipment guards
Giving a safety talk
Cleaning up spills
Coaching others about safe work practices
Guides or directs behavior
Signs
Policies
Directive Feedback
Training/demonstrations
Goal Setting
Modeling
Lectures
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Effective Activators
Activators must be • Specific• Used sparingly• Clear• Vary• Imply immediate consequences
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Actively Caring Increases Effectiveness
Please holdhandrail whengoing up anddown stairs
Caution!Stairs may be
wet. Please hold
handrail on stairs.
Set a safe examplefor others. Pleasehold handrail on
stairs
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Activators are NOT Enough
Activators
Motivation
Behavior
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• The consequences that motivate behavior are:• Certain to happen• Happen immediately• Have significant impact
• Least effective consequences are:• Uncertain- injury or discipline do not occur every time
• Delayed- loss of hearing happens over time so the consequence of not wearing ear plugs is delayed
• Insignificant
Consequences that Motivate
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Using the ABC Model
• Identify the consequences that encourage and discourage the at-risk work practices
• Identify the activators
• Consider changing and/or modifying both the consequences and/or the activators to create an unconsciously competent work practice
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Positive VS. NegativeConsequences
• What works best?• Positive consequences• Negative consequences
• How does each effect the employee?
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Naturally Rewarding Consequences
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This material was produced and/or reviewed under grant SH20859SHO from the Occupational Safety and Health Administration, U.S. Department of Labor. It does not necessarily reflect the views or policies of the U.S. Department of Labor, nor does mention of trade names, commercial products or organizations imply endorsement by the U.S. Government.
Penny Exercise
The Penny exercise is designed to demonstrate the effectiveness of different types of feedback. It involves a blindfolded volunteer tossing pennies into a box. In most cases constructive feedback and encouragement produces better results during the exercise than no feedback or negative non-constructive feedback.
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Penny Exercise
Directions:
1. Volunteer #1: say nothing as she/he tosses the pennies into the box.
2. Volunteer #2: respond negatively when she/he misses, say nothing when she/he gets the pennies into the box.
3. Volunteer #3: praise, give encouragement, hints as she/he tosses pennies.
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Feedback Influences Work Practices
• Reinforcing feedback increases desired work practices
• Corrective feedback decreases undesirable work practices
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Functions of Feedback
• Provides needed information
• Provides social support:• co-worker support and acceptance• manager/supervisor approval
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Guidelines for Receiving Feedback
• Be open and receptive• Think BEFORE you react• Be objective/not defensive• Avoid taking a position• Ask for specifics• Actively LISTEN• Work together on potential solutions• Reach an agreement• Say thank you
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2
Actively Caring and the Safety Triangle
3
PersonSharing skills and knowledge
with each other.Listening, helping
in a crisis, recognizingteam member contributions.
BehaviorObserving co-workers,
giving feedback, modeling behavior.
1Environment
Making sure needed equipment is available.
Posting warning signs, housekeeping,
cleaning other’s workarea.
Often neglected in traditional safety approaches. Little or no feedback on or encouragement of safe behavior.
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Key Points of TSC
• Creating a Total Safety Culture requires:• Safety is held as a value by all employees. A value
is a belief that does not change with the situation
• Each employee feels a sense of responsibility for the safety of their co-worker as well as themselves
• Each employee performs “Actively Caring”• Each employee is willing and able to “go beyond
the call of duty” for others
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What’s Next?
• What do employees need to do to support the shift to a Total Safety Culture?
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Thank You!
Questions or comments?!
“These materials are derived, in full or in part, from the work of Safety Performance Solutions.”