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Creating a Culture of Intervention Michael Allen
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Creating a Culture of Intervention
Agenda ‣Overview of Intervention ‣The Mechanisms Driving Culture ‣Changing Culture ‣Making Intervention Part of Your Culture
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Safety Intervention
Intervention ‣What is it? ‣Why is it important?
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Safety Intervention
How often do people speak up when they see something they
think is unsafe?
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Safety Intervention
People speak up only 39% of the time.
(2010 Study of Safety Intervention)Read the Study in EHS Today
http://ehstoday.com/safety/management/study-safety-intervention-0701
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Culture: Like the water we swim in
•We do not normally think about it.
•We do not normally notice its influence.
What Is Culture?
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Taken-for-granted behaviors
Things that we do without considering whether they are right, wrong, proper or improper.
What Is Culture?
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As a concept, it is often confusing and nebulous. If we can understand the mechanisms that drive it, we can make adjustments.
What Is Culture?
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Where does culture come from?
It is the product of our brains doing what they always do.
The Mechanisms
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Where does culture come from?
It is the product of our brains doing what they always do.
Problem SolveAutomate
+
Generalize+
The Mechanisms
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Problem SolveOur brains figure out a way of doing things that works in a given situation.
The Mechanisms
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Our brains are continually trying to solve these two problems:
How do I fit in (“cohere”)?
How do I achieve my goals?
?
Problem Solve
The Mechanisms
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Recognitionfrom Others
Safety Rules
Physical Layout
Resources
Communication
Threat of DisciplineDeadlines
Agendas
What Others Do ToolsEquipment
Career Opportunity
Bonus System
Pay Check
Temperature
Time Pressure
Workplace LayoutIncentive Program
The Mechanisms
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Deadlines
Tools
Recognitionfrom Others
Safety Rules
Physical Layout
Resources
Communication
Threat of DisciplineAgendas
What Others DoEquipment
Career Opportunity
Bonus System
Pay Check
Temperature
Time Pressure
Workplace LayoutIncentive Program
CONTEXT
The Mechanisms
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Systems
The Mechanisms
These are the organizational influences on people’s decisions and behaviors. ‣Rules ‣Procedures ‣ Incentives ‣Schedule / Timing
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Surroundings
The Mechanisms
These are the physical influences on people’s decisions and behaviors. ‣Equipment ‣Resources ‣Climate ‣Layoute
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Others
The Mechanisms
These are the social influences on people’s decisions and behaviors. ‣Modeling ‣Pressure ‣Praise & Criticism ‣Help
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Others
The Mechanisms
Where they allocate resources
Who they promote/demote and why
Who they recognize/criticize/reprimand and why
What values and expectations they informally communicate
What values and expectations they informally model
Leaders play a special role…
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Self
These are the personal influences on people’s decisions and behaviors. ‣Knowledge ‣Motivation ‣Ability ‣Attention ‣Habits
The Mechanisms
Context
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Our brains then automate the efforts that work within a given context.
“Automation”
The Mechanisms
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Our brains then automate the efforts that work within a given context.
These become our “taken-for-granted” behaviors.
“Automation”
The Mechanisms
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Changing Culture
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Change Context and you
Change Culture
Changing Culture
Systems
SurroundingsOthers
Self
Systems
SurroundingsOthers
Self
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Culture of Intervention
© 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063
3 Analyze the working context for factors that inhibit or undermine this specific behavior.
CULTURE CHANGE STRATEGY
4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context?‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.”
SELF
OTHERS
SURROUNDINGS
SYSTEMS
1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute.
2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior.
C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O NTM
© 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063
3 Analyze the working context for factors that inhibit or undermine this specific behavior.
CULTURE CHANGE STRATEGY
4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context?‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.”
SELF
OTHERS
SURROUNDINGS
SYSTEMS
1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute.
2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior.
C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O NTM
Culture of Intervention
© 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063
3 Analyze the working context for factors that inhibit or undermine this specific behavior.
CULTURE CHANGE STRATEGY
4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context?‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.”
SELF
OTHERS
SURROUNDINGS
SYSTEMS
1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute.
2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior.
C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O NTM
Culture of Intervention
© 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063
3 Analyze the working context for factors that inhibit or undermine this specific behavior.
CULTURE CHANGE STRATEGY
4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context?‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.”
SELF
OTHERS
SURROUNDINGS
SYSTEMS
1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute.
2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior.
C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O NTM
Culture of Intervention
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Step #3
Analyze the working context to understand why people do not intervene.
Systems
SurroundingsOthers
Self
Systems
SurroundingsOthers
Self
Culture of Intervention
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DISCUSSION What keeps people from speaking up in your organization?
Culture of Intervention
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Reactance
Social Incongruence
Confirmation Bias
+
+
The “Perfect Storm” of Inhibitors
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Reactance
Social Incongruence
Confirmation Bias
+
+
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Reactance
Social Incongruence
Confirmation Bias
+
+
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Reactance
The urge to resist or do the opposite of what someone tells you to do.
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Become DefensiveDo Not Become Defensive
Across industries, people become noticeably defensive 28% of the time that someone intervenes.
That’s about 1 out of every 4 times
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Culture of Intervention
Become AngryDo Not Become Angry
Across industries, people become noticeably angry 1 out of every 6 times that someone intervenes.
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Reactance
Social Incongruence
Confirmation Bias
+
+
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Social Incongruence
The stress that we feel when we are in tension with others.
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Reactance
Social Incongruence
Confirmation Bias
+
+
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Confirmation Bias
We are extremely good at justifying what we have already concluded.
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Confirmation Bias
“No one else has said anything, so it must not be that big of a deal.”
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of Intervention
Confirmation Bias
“He is an exper ienced employee. He knows the risk he’s taking.”
© 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063
3 Analyze the working context for factors that inhibit or undermine this specific behavior.
CULTURE CHANGE STRATEGY
4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context?‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.”
SELF
OTHERS
SURROUNDINGS
SYSTEMS
1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute.
2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior.
C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O NTM
Culture of Intervention
© 2014 The RAD Group, LLC. All rights reserved. www.theradgroup.com 281.364.0063
3 Analyze the working context for factors that inhibit or undermine this specific behavior.
CULTURE CHANGE STRATEGY
4 Determine how to change the context so that it makes sense from individuals’ points of view to adopt and automate this specific behavior. ‣ What needs to be done to change the context? ‣ What will you do personally to change the context?‣ If you are in a leadership position, consider the “leaders’ culture embedding mechanisms.”
SELF
OTHERS
SURROUNDINGS
SYSTEMS
1 Identify the attributes of your desired safety culture. For our current purposes, we will select “open communication about safety issues” as a cultural attribute.
2 Identify specific behaviors that exemplify this attribute. For our current purposes, we will select “intervening in unsafe behaviors” as the exemplary behavior.
C R E A T I N G A C U L T U R E O F S A F E T Y I N T E R V E N T I O NTM
Culture of Intervention
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture Change Strategy Step #4 Identify ways to change the context so that speaking up about safety issues… ‣ is perceived as socially expected and accepted, ‣and leads to personal success.
Systems
SurroundingsOthers
Self
Systems
SurroundingsOthers
Self
Culture of Intervention
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
DISCUSSION How could you change the context so that speaking up… ‣ Is perceived as socially expected and accepted? ‣Leads to personal success?
Culture of Intervention
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
When people are confident that they can speak up w i t h o u t p r o d u c i n g defensiveness (“reactance”), t h e y s t o p “ r e a s o n i n g backwards.”
Culture of Intervention
Reactance
Social Incongruence
Confirmation Bias
⬇
⬇
One Piece of the Solution
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Culture of InterventionENABLE PEOPLE TO RECEIVE
INTERVENTION WITHOUT REACTANCE
Others
SelfOthers
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Culture of Intervention
“The Reactance Habit”
We are inclined to resist and react defensively when we perceive that someone is trying to control us.
ENABLE PEOPLE TO RECEIVE INTERVENTION WITHOUT REACTANCE
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ENABLE PEOPLE TO CONDUCT THE INTERVENTION CONVERSATION
WITHOUT TRIGGERING DEFENSIVENESS
Culture of Intervention
Others
SelfSYSTEMS
Self
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ENABLE PEOPLE TO CONDUCT THE INTERVENTION CONVERSATION
WITHOUT TRIGGERING DEFENSIVENESS
STOP ASK FIX
Culture of Intervention
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STOP ASK FIX
SAY THE FIRST 10-20 WORDS TO STOP THE UNSAFE OPERATION WITHOUT
TRIGGERING DEFENSIVENESS
Culture of Intervention
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STOP ASK FIX
UNCOVER THE REAL REASON(S) SO THAT IT CAN BE CHANGED FOR GOOD.
Culture of Intervention
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STOP ASK FIX
FIND A WAY TO SUSTAINABLY CHANGE BY FIXING THE REAL
UNDERLYING REASON(S).
Culture of Intervention
© 2014, The RAD Group, LLC. All Rights Reserved. Unauthorized reproduction or distribution, in part or in whole, is forbidden unless permitted in writing by The RAD Group, LLC.
Culture of InterventionENABLE LEADERS TO BE MODELS
OF EFFECTIVE INTERVENTION
SYSTEMSOthers
SelfOthers
Creating a Culture of Intervention Michael Allen
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