ACHIEVING A TOTAL SAFETY CULTURE

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

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

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

Values, Intentions and Behaviors

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Perc

ent A

gree

men

t with

Sur

vey

Stat

emen

t

Should(Value)

Willing(Intentions)

Do(Behavior)

Cautioning co-workers about performing unsafe acts

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

1EnvironmentEquipment, Tools, Machines,

Housekeeping, Heat/Cold,Engineering

Focus: Accident Prevention

At-Risk Work Practices

Near Miss

Minor Injury

Serious Injury

Fatality

TotalSafetyCulture

Developing Safe Habits

Unconsciously Incompetent


Consciously Incompetent



Consciously Competent



Developing Safe HabitsUnconsciously Competent

Consciously Competent



Direction Is NOT Enough

Direction

Motivation

Behavior

UnderstandingMotivation

TSCTSC

ABC ModelWhat Motivates Behavior?

A CBActivators Behavior ConsequencesGuides or directs

behavior

Signs

Policies

Directive Feedback

Training/demonstrations

Goal Setting

Modeling

Lectures


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


Goal Setting

Modeling

Lectures


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


Goal Setting

Modeling

Lectures

Effective Activators

Activators must be • Specific• Used sparingly• Clear• Vary• Imply immediate consequences

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

Activators are NOT Enough

Activators

Motivation

Behavior

• 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

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

Positive VS. NegativeConsequences

• What works best?• Positive consequences• Negative consequences

• How does each effect the employee?

Naturally Rewarding Consequences

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.

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.

Feedback Influences Work Practices

• Reinforcing feedback increases desired work practices

• Corrective feedback decreases undesirable work practices

Functions of Feedback

• Provides needed information

• Provides social support:• co-worker support and acceptance• manager/supervisor approval

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

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.

1EnvironmentMaking sure needed equipment

is available.Posting warning signs,

housekeeping, cleaning other’s work

area.

Often neglected in traditional safety approaches. Little or no feedback on or encouragement of safe behavior.

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

What’s Next?

• What do employees need to do to support the shift to a Total Safety Culture?

Thank You!

Questions or comments?!

“These materials are derived, in full or in part, from the work of Safety Performance Solutions.”

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ACHIEVING A TOTAL SAFETY CULTURE