The 66th Annual Wisconsin Safety

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The 66th Annual Wisconsin Safety Health
Congress Presents

• Step 1 to Creating Your Safety Culture

Timothy T. Reis The Manitowoc Company Global
Director EHS
Revised 01Apr08
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Step 1 to Creating Your Safety Culture

• AGENDA
• Safety Culture- Impact on injury rates.
• Behavioral Science- ABC Model Overview.
• 2 Things almost all sites do to create an Unsafe
  safety culture.
• Providing Feedback for Observed Unsafe Acts
• Why people dont like to provide feedback.
• Examples/Role Play with common traps.

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Is This Just Individual Behavior or is it
Management Culture?

• Culture guides our beliefsour thinking which
  in turn guides our behaviors and actions.
• 40-60 of task
• performed each day
• are not documented.
• Undocumented task are
• culture dependent.

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80-90 of the injuries are a result of unsafe
acts
Unsafe Conditions 10 - 20
80-90 Unsafe Acts
i.e. human error and behavior
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Behavior Based Safety

• ..is NOT the Fix All..
• ..is NOT the Swiss Army Knife of Safety

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Behavioral Science The ABC Model
Consequence
Antecedent
Behavior
Trigger
Observable Action
Outcome Either or -
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ABC Model of Behavior Influence
Antecedents (trigger behavior) Behavior
(human performance) Consequences (either
reinforce or discourage behavior)
Gary Higbee, Higbee Associates, [phone]
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Not All Consequences Are Equal
Timing soon soon later soon later soon later la
ter
Consistency certain certain certain uncertain u
ncertain uncertain certain uncertain
Significance positive negative positive positive
positive negative negative negative
Effect Strongest stronger weaker weakest
Gary Higbee, Higbee Associates, [phone]
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ABC In Action Reinforcement of Unsafe Acts
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The Safety Dilemma
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Communicating Expectations

• Order of Effectiveness
• Our actions
• What we dont do or say
• Silent Consent lack of action
• The Message lack of words
• What we say
• What is written

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Unknowingly Establishing an UNSAFE Culture

• Silent Consent
• The Message
• These can counteract any BBS Training you are
  providing.

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Behavior- Key Point Review

• Consequences for current or past actions have the
  strongest influence on our future behavior.
• Running a red light.
• The ringing telephone.

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Getting Someone to Repeat an Action is a PICNIC-
We know

• These consequences repeat a behavior most
  frequently.
• P Positive
• I Immediate
• C Certain
• These consequences are the second choice for
  getting a behavior to repeat.
• N Negative
• I Immediate
• C Certain

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We also know Human Seek to Maximize their
Satisfaction

• Examples of Maximizing Satisfaction.
• We avoid hot surfaces.
• People drive 72 mph in a 65 mph zone.
• The old saying, People will meet your minimum
  expectation is true.
• It maximizes their satisfaction.

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Silent Consent

• Silent Consent is seeing an unsafe act and doing
  nothing.
• What happens when not all supervisor/managers are
  enforcing the same rules and expectations?
• You loose the Immediate and Certain portions of
  the PICNIC motivating consequences.
• The expectations are inconsistent. Employees
  will target the minimum expectation because it
  maximizes their satisfaction !!

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Unknowingly Establishing an UNSAFE Culture

• Silent Consent
• action inconsistent expectations
• The Message

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The Message

• The message communicates the expectations we
  have for work. The message helps employees rank
  the importance of safety in comparison to all the
  other pressures.
• Production
• Quality
• Cost
• Safety
• Even a subtle message over time is very powerful.

Were behind. Go! Go!
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PPE and Other Policies Affect Culture

• Always wearing PPE and using pedestrian
  doors/walking lanes are visible signs we see all
  the time. They play a large role in our
  perception of enforcement and the need to follow
  rules.
• Compliance shows clear communication
• of expectations.
• When we set an expectation for needing to follow
  the safety guidelines for small issues like
  PPE, people are less likely to take shortcuts
  where the injury could be more serious.

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Overcoming The Message and Silent Consent

• The Message What we dont say
• Tag our comments
• Silent Consent What we dont do
• Manager have to model, coach and manage.
• We have to address unsafe behaviors when they are
  observed. (Next Topic)

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An Uphill Battle - Why Dont People Like To
Talk About Safety?

• Confrontational
• Afraid to look stupid..dont know the answer
• Shy
• Not my job or Not my area
• Not perfect yourself
• What does science tell us?

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Fast Paced
quicker/initiator
i
D
Task Oriented
People Oriented
Purpose/ Task
Relationship/ People
S
C
D - Dominance i influence S Steadiness C -
Conscientious
Slow Paced
Slower/Responder
Ron Newton, Peak, Inc, [phone]
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How Task-Imbalanced Is Manufacturing?
86 Git er Done (D) With Quality (C)
Ron Newton, Peak, Inc, [phone]
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Why Do Supervisors Play Such a Key Role in
Safety?

• Supervisors have more contact with the employees
  in their area than any other management
  representative frequency of contact.
• Supervisors are the voice of the company to the
  employees.

verses
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2 Ways to Communicate Expectations

• Positive Reinforcement
• Negative Reinforcement

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Group Activity- Positive vs. Negative
Reinforcement

• Answer the following questions
• Would you rather your boss used positive or
  negative reinforcement to get a behavior
  repeated? Why?
• Do you want to have more or less interaction with
  your boss after he/she uses negative
  reinforcement or criticizes you? (employee
  perspective)
• Do you want to have more or less interaction with
  your employee after you have used negative
  reinforcement? (supervisor/manager perspective)
• Can you motivate an employee to work in a
  specific manner using negative reinforcement?

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Group Activity- Positive vs. Negative
Reinforcement

• Answer the following questions
• Which of the following best helps the employee
  understand your expectations?
• Telling the employee they need to keep their
  workstation clean.
• --OR--
• Telling the employee their workstation is not
  clean enough and needs to be picked up.
• --OR--
• Telling the employee you appreciated their taking
  time during the busy day to clean up their
  workstation and it looks pretty good.

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Different Types of Communication Which Affect
Our Culture

• Three Types
• Indirect
• The Message
• Silent Consent
• Direct- Informal Safety Audits
• Observed Unsafe Acts
• Direct- Formal Audits
• Interactive Observation

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Communicating Expectations When an Unsafe Act
is Observed

• If you see something you think is (or might be)
  unsafe, make sure you approach them with this
  attitudeMaybe there is a good reason they are
  performing the job in this manner.
• The Process
• Stop the work
• Acknowledge something positive
• Tell them what you saw
• Tell them your concern
• Ask them why they are doing it that way
• If they are working unsafely, get commitment they
  will work safely in the future.
• Thank them.

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How Would You Handle This Situations?

• You observe an employee cleaning up an oil spill.

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How Would You Handle This Situations?

• You observe an employee driving a fork truck
  forward with a large load on the front.

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How Would You Handle This Situations?

• You observe an employee standing on the top of a
  step ladder.

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Leading by example..Our Actions
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Questions

• Tim.Reis_at_Manitowoc.com
• 920-652-1751