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The RAD Group Dir. of Operations describes how to accelerate Safety Performance by creating a culture of accountability.
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Crucial Skills Crucial Skills for Safetyfor Safety
Can We Reach 0 TRIR?Can We Reach 0 TRIR?
We will strive to reach perfection, and along the way
we will attain excellence
How is this different?How is this different?
Why Choose Crucial Confrontations for Safety?
• Skills vs. Theory
• Not “just another safety program”
• The operating system that makes all other programs work as intended
• Real world safety scenarios to drive new skills
Impact of HSE on OrganizationImpact of HSE on Organization
Accountability is EverythingCan HSE Training Positively Impact:
• Productivity• Quality• Morale• Cost Effectiveness• Performance Reviews• Career Path Advancement
5 Accidents Waiting To Happen:• I do what it takes. These are rush jobs that seem to justify short cuts.• I can do it. These are demands that push a person beyond their skill level.• Just this once. These are special cases that seem to allow exceptions to safe practices.• This is overboard. These are extra precautions that are seen as excessive.• I’m a team player. These are threats that people
accept as a part of their job.
Why BBS?Why BBS?
VitalSmarts Safety Study
• 93% work with somebody that creates one of
these “accidents waiting to happen”
• 46% are aware of an injury or death that resulted
from one of these five “accidents waiting to
happen”
• 74% feel unable to speak up about the “accidents
waiting to happen”
Why BBS?Why BBS?
Safety Study (cont’d)
Accountability SkillsAccountability Skills
Accountability SkillsAccountability Skills
What is a Crucial Confrontation?
A face-to-face accountability discussion.
How do people tend to handle these conversations?
• Most people either:– Avoid the discussion (silence), or – Handle it too aggressively (violence).
• “The Best” enter into dialogue with the person they are confronting and use very specific skills to influence them.
What “The Best” Do
• Know When to Speak Up
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem (CPR)
• Content
• Pattern
• Relationship
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem
• Take Charge of Emotions
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem
• Take Charge of Emotions
• Avoid the Fundamental Attribution Error
What “The Best” DoWhat “The Best” Do
Six Sources of Influence
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem
• Take Charge of Emotions
• Avoid the Fundamental Attribution Error
• Master the “Hazardous Half Minute”
• Describe the “Gap”
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem
• Take Charge of Emotions
• Avoid the Fundamental Attribution Error
• Master the “Hazardous Half Minute”
• Motivate without Using Power
• Explore the “Consequence Bundle”
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem
• Take Charge of Emotions
• Avoid the Fundamental Attribution Error
• Master the “Hazardous Half Minute”
• Motivate without Using Power
• Enable without Taking Over
What “The Best” DoWhat “The Best” Do
• Know When to Speak Up
• Pick the Right Problem
• Take Charge of Emotions
• Avoid the Fundamental Attribution Error
• Master the “Hazardous Half Minute”
• Motivate without Using Power
• Enable without Taking Over
• Stay on Track
Source 1 – Personal MotivationSource 1 – Personal Motivation
Accountability Skills:• Holding others accountable must be a moral
imperative• People need to take pride in their ability to hold
others accountable
Source 2 – Personal AbilitySource 2 – Personal Ability
Accountability Skills:• People need the skills required to diagnose and
understand the root cause of unsafe acts• People need the skills required to explain and
involve, rather than threaten and punish
Source 3 – Social MotivationSource 3 – Social Motivation
Accountability Skills:• Social norms must encourage people when they try
to hold others accountable• Organizational culture needs to expect and demand
accountability
Source 4 – Social AbilitySource 4 – Social Ability
Accountability Skills:• People must be able to count on their managers and
peers when they try to hold someone accountable
Source 5 – Structural MotivationSource 5 – Structural Motivation
Accountability Skills:• Formal review system needs to encourage
accountability
Source 6 – Structural AbilitySource 6 – Structural Ability
Accountability Skills:• Must be established times, places, forums, and tools
that make it easy to hold others accountable
Pride International – Program Results Pride International – Program Results
Overall Course Evaluation of 9.1 out of 10.
40% Reduction in Employee Turnover.
TRIR Improvement3.51 for the 12-months prior to training1.57 for the 12-months following training
3 LTA’s prior to training; 0 LTA’s post training