Total Safety Culture...
Danijela Jerkovi?
Ba.Sci., CA Certified Accountant, CIA Certified Internal Auditor | Managing Director at Danijela Jerkovic's Services
50 Principles Toward the Human Dynamics of Safety...
Safety culture is a combination of the attitudes, values and perceptions that influence how something is actually done in the workplace, rather than how it should be done.
In a total safety culture (TSC), safety is a value linked with all other situational priorities. Everyone feels responsible for safety and pursues it on a daily basis. Behavior and person factors represent the human dynamic of occupational safety.
Application of 50 principles to design, execute, evaluate, and continuously improve interventions to improve safety-related behaviors and attitudes, puts everybody well the way to achieving a Total Safety Culture.
Linus Pauling: “If you want to get a good idea, get a lot of ideas.”
A starting point for developing your safety-enhancement process:
The 50 principles...
It all starts with theory.
You can make a difference and bring about constructive culture change.
Principle 1
Safety should be internally—not externally—driven.
Principle 2
Culture change requires people to understand the principles and how to use them.
Principle 3
Champions of a Total Safety Culture will emanate from those who teach the principles and procedures.
Principle 4
Leadership can be developed by teaching and demonstrating the characteristics of an effective leader.
Principle 5
Focus recognition, education, and training on people reluctant but willing, rather than on those resisting.
Principle 6
Giving people opportunities for choice can increase commitment, ownership, and involvement.
Principle 7
A Total Safety Culture requires continuous attention to factors in three domains: environment, behavior, and person.
Principle 8
Do not count on common sense for safety improvement.
Principle 9
Safety incentive programs should focus on the process rather than outcomes.
Principle 10
Safety should not be considered a priority but a value with no compromise.
Principle 11
Safety is a continuous fight with human nature.
Principle 12
Behavior is learned from three basic processes: classical conditioning, operant conditioning, and observational learning.
Principle 13
People view behavior as correct and appropriate to the degree they see others doing it.
Principle 14
People will blindly follow authority, even when the mandate runs counter to good judgment and social responsibility.
Principle 15
Social loafing can be prevented by increasing personal responsibility, individual accountability, group cohesion, and interdependence.
Principle 16
On-the-job observation and interpersonal feedback are key to achieving a Total Safety Culture.
Principle 17
Behavior-based safety is a continuous DO IT process with:
D = Define target behaviors,
O = Observe target behaviors,
I = Intervene to improve behaviors, and
T = Test impact of intervention.
Principle 18
Behavior is directed by activators and motivated by consequences.
Principle 19
Intervention impact is influenced by the amount of response information, participation, and social support, as well as external consequence.
Principle 20
Extra and external consequences should not over justify the target behavior.
Principle 21
People are motivated to maximize positive consequences (rewards) and minimize negative consequences (costs).
Principle 22
Behavior is motivated by eight types of consequences: positive vs. negative, natural vs. extra, and internal vs. external.
Principle 23
Negative consequences have four undesirable side effects: escape, aggression, apathy, and counter control.
Principle 24
Natural variation in behavior can lead to a belief that negative consequences have more impact than positive consequences.
Principle 25
Long-term behavior change requires people to change “inside” as well as “outside.”
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Principle 26
All perception is biased and reflects personal history, prejudices, motives, and expectations.
Principle 27
Perceived risk is lowered when a hazard is perceived as familiar, understood, controllable, and preventable.
Principle 28
The slogan “all injuries are preventable” is false and reduces perceived risk.
Principle 29
People compensate for increases in perceived safety by taking more risks.
Principle 30
When people evaluate others, they focus on internal factors; when evaluating personal performance, they focus on external factors.
Principle 31
When succeeding, people over attribute internal factors, but when failing, people over attribute external factors.
Principle 32
People feel more personal control when working to achieve success than when working to avoid failure.
Principle 33
Stressors lead to positive stress or negative distress depending on appraisal of personal control.
Principle 34
In a Total Safety Culture everyone goes beyond the call of duty for the safety of themselves and others—they actively care.
Principle 35
Actively caring should be planned and purposeful and focus on the environment, person, or behavior.
Principle 36
Direct, behavior-focused, actively caring is proactive and most challenging and requires effective communication skills.
Principle 37
Safety coaching that starts with Caring and involves Observing, Analyzing, and Communicating, and leads to Helping.
Principle 38
Active caring can be increased indirectly with procedures that enhance self-esteem, belonging, and empowerment.
Principle 39
Empowerment is facilitated with increases in self-efficacy, personal control, and optimism.
Principle 40
When people feel empowered, their safe behavior spreads to other situations and behaviors.
Principle 41
Active caring can be increased directly by educating people about factors contributing to bystander apathy.
Principle 42
As the number of observers of a crisis increases, the probability of helping decreases.
Principle 43
Actively caring behavior is facilitated when appreciated and inhibited when unappreciated.
Principle 44
A positive reaction to actively caring can increase self-esteem, empowerment, and sense of belonging.
Principle 45
The universal norms of consistency and reciprocity motivate everyday behaviors, including actively caring.
Principle 46
Once people make a commitment, they encounter internal and external pressures to think and act consistently with their position.
Principle 47
The consistency norm is responsible for the impact of “foot-in-the-door” and “throwing a curve.”
Principle 48
The reciprocity norm is responsible for the impact of the door-in-the face technique.
Principle 49
Numbers from program evaluations should be meaningful to all participants and direct and motivate intervention improvement.
Principle 50
Statistical analysis often adds confusion and misunderstanding to evaluation results, thereby reducing social validity.
REMINDER...
There is no quick-fix to culture change!
The journey is not to be without bumpy roads, forced detours, and missed turns.
Do not forget to take a break now and then to appreciate journey milestones. Recognize behaviors that contribute to a successful journey.
References:
The Wiley Blackwell Handbook of the Psychology of Occupational Safety and Workplace Health | Sharon Clarke, Tahira M. Probst, Frank W. Guldenmund, Jonathan Passmore | download on Z-Library ( singlelogin.re )
The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth | Amy C. Edmondson | download on Z-Library ( singlelogin.re )
When we are no longer able to change a situation— we are challenged to change ourselves.
~ VIKTOR FRANKL (1905–1997)
Fearless Leadership: How to Overcome Behavioral Blindspots and Transform Your Organization | Loretta Malandro | download on Z-Library ( singlelogin.re )
Why?
Because of experiences ...
Director Leadership Development @ Beacon | People Development, Talent Strategy
8 个月Encouraging safety at all levels. Inspiring leadership enlightens the path to best practices!