Teaching Point: Talking together, with each other

In order to build a culture of safety excellence, information needs to be widely shared in a way that it is credible, clear and understood. Talking together is so important.

Treating people with respect, showing them that we care about them and their safety, listening to them as they share their hopes, concerns and ideas, is vital to building a culture of safety excellence.

creating a safety cultureAs managers go into their workplaces, walking around watching, listening and sharing with true authenticity and interest, trust and interdependence build. People learn to open up, to share, to point out possible areas for improvement, and to realize that they are a critical part of the whole safety effort. A huge, positive shift in the safety culture occurs. The people close to the actual, physical work are often in the best position to see potential hazards that are not visible to the managers. The managers often need to push to meet production schedules so it is easy for them to miss these potential hazards. Therefore, having the active help of those closest to the work is an important piece of the total safety effort. This is one way we avoid disasters like the Deepwater Horizon explosion and fire.

Yet, many managers find that talking like this with the people in the organization is difficult. In the early days of my career, I also was reluctant to go into the workplace and talk with the people. This is a participative process and sometimes you can get tripped up. I found that I needed to get very clear about the safety messages and their importance so that I was able to be coherent and credible as I engaged with every one. Once I had the ideas about safety clear and cogent, I could easily talk with people. I learned that I did not have to have the answers to every question that was asked. When I didn’t know the answer, I’d say I did not know and would get back to them as quickly as I could. This actually made the encounters more effective since the people could see that I was listening and learning as well. People want to get to know their managers and see that they are truly interested in them and their safety.

So, I strongly suggest that the managers get clear and coherent on their safety messages, get out of their offices and into their workplaces, talking together, listening and learning so problems can be avoided and potential improvements identified. Then get going with the people to solve the problems and make the improvements. This takes time and effort, but over the long run, time is saved and leading gets easier as we avoid the dreadful mistakes and injuries.

This way of communicating with the people is highly effective and a key part of The Complexity Leadership Process. While much of my focus is related to workplace safety, this Complexity Leadership Process can apply to all aspects of organizational life since organizations are complex evolving systems.

Safety is very complex with all the interactions of people, technology and varying conditions; this tool enables the people to have the necessary conversations for them to come together in partnership and achieve excellence.

The fundamental basis for the Complexity Leadership Process we use in moving from compliance in safety performance to excellence is a powerful tool called the Process Enneagram©.

Keeping Things Simple

With our focus on improving the safety in workplaces, our intention is to make things less complicated and difficult. Many organizations that we work with are all tangled up and things keep getting twisted around.

People get protective of their turf, resist changes, form tight little groups and exclude others, bully, get into endless arguments with management and others, and waste a huge amount of time in unproductive activities. This drives the management into difficult positions trying to push to get things done safely and on time. Everyone is in the tangled web.

self organizing safety leadershipThings do not have to be this way! Most of the people know that this is counter-productive but that is the way it is. However, when we engage the people from across the organization in the Complexity Leadership Process, guiding them in a purposeful conversation of discovery that changes everything, they find it does not have to be that way!

In working with them, we begin with an important question like “How can we reduce the number of people getting hurt?” and talk together. In the course of this, stories are told, incidents remembered, injuries relived, and things open up. The people discover that they know a lot about all this, but the knowledge was hidden and scattered among everyone.

As we talk together, we see how, in working together, we can get a lot better in reducing injuries.

No one comes to work expecting to get hurt, so they begin to see ways for people to stay healthy. As their ideas develop, they are posted on the wall chart we use and a Strategic Safety Plan develops. The excitement builds as people engage in the conversation and debates. They co-create their safety future together, discover the connections that they have with others, and create ad-hoc teams to go after their big discoveries for improvement. When they have co-created their plan, priorities are clarified, and resistance to change virtually disappears so changes are made and improvement is seen very quickly. Their Strategic Safety Plan is posted for everyone to see and use going forward.

In working this way, management’s job gets a lot easier and becomes one of facilitating the people rather than having to drive them. Becoming a cheerleader is more fun than being a driver. Furthermore, the accident and injury rates go way down so everyone wins. I know this happens because this is what happened to me when I was the plant manager in the DuPont Belle, West Virginia Plant.

In working together this way, the chances for making those 3 Big Safety Mistakes go way down!

Characteristics of The Safest Organizations

The safest organizations are the ones that behave as if they are Living Systems.

creating a safety culture in the workplaceMost of us working in safety have been brought up to see organizations as if they are machine-like. This thinking goes all the way back to Descartes (1596-1650) and Newton (1642-1727). We use reductionist approaches to try to understand them. We seek cause/effect relationships. We use linear processes for training and the like, prescribing answers and doing things TO the people. We work on this part or that part trying to fix the whole thing.

It is a bit like a doctor who works on the stomach while another doctor works on the heart as if they are not connected in some way to the whole body, and have an impact on each other.

In this reductionist arena, we put a lot of effort and time into trying to reduce injury and illness rates to levels of excellence (<0.5) and sustain these levels. This is very hard, difficult and expensive.

Yet, over the last 50 or so years, scientists have been able (by using high-speed computers) to see the world and its patterns in wonderful new ways. We can see the whole of the organization – the connections of the various parts and the non-linear ways that they interact. We discover feedback loops and self-organization.

We are able to see the whole organization as if it is a living system.
All the people are vital parts to the success of the whole. We are able to share information freely, to learn together. Trust and interdependence build and the future can be co-created.

This is not just airy-fairy stuff! When I have used this approach to working with organizations to improve their safety and business performance, extraordinary results are achieved.

This is Operation Transformation for you and your organization, for Leaders and your people.

You each can begin to take steps in this direction by going into your organization, listening and talking with the people.

Find out what they think about the work they are doing and if they have some ideas about doing it in a better way. Help them to think through these ideas and, if they are good ideas, help them to bring them into reality. This simple process will begin to open things up to a better, safer, more productive future.

The Safety Leadership Process©

The Four Simple Steps to Safety Excellence

    how to improve workplace safety

  1. Get clear, focused, and determined.
    Co-create the Safety Strategic Plan© using the Process Enneagram©. Keep it posted, talked about, and used.
  2. Build trust and interdependence.
    Develop the shared, co-created Principles and Standards of behavior that are needed to achieve safety excellence. Live by them in doing the work on the Issues that need to be addressed to improve safety performance. Hold each other accountable. Let everyone know you deeply care about safety and everyone going home healthy and in one piece. Make this work open and visible for everyone to see and to model in his or her own work. Trust and interdependence emerge as people learn to work together this way.
  3. Talk with everyone, share information openly, and listen to each other.

    Walk around, talking and listening, every day. As people get to know you better and see you being honest and keeping your word, trying to improve yourself and admitting to mistakes when they are made, trust builds.

    (Since over 95% of all injuries and incidents are the result of the actions of people, go look at what people are doing. Do Safe Acts Auditing to see and keep track of how people are working. Show the people you really care about improving safety.

    These audits give a quick indication of what is happening in the safety culture, providing clues to changes; a drop in the Safe Acts Index (SAI) indicates a potential injury is about to happen. The patterns of behaviors that are seen indicate areas of strength and areas of weakness that need to be addressed. Perhaps there are bad habits or more training is needed, or there is a confusing mixed message or a deeper systems problem needs to be straightened out. When people see and become aware of what is happening, focused attention can be applied.)

  4. Quickly take the appropriate actions on new information that is created to correct the problems that the patterns of unsafe behaviors observed indicate. Remember that the information developed in these Audits is for learning about how to improve the safety performance. If this Safe Acts Auditing tool is used for punishment, the integrity and value of this process is lost.
    Evolve steps 1, 2, 3 and 4 all at the same time as the Safety Leadership Process™ develops. They are all interconnected and interacting all the time. Do them over and over again.

    • It takes the courage to hold each other accountable, to have the difficult conversations, to make decisions, and to act.
    • It requires the care to do every thing as well as you can.
    • It requires the concern for the impacts for all the changes on all the stakeholders.
    • It requires the commitment to stay the course in both the good and difficult times, day after day, month after month, year after year!
    • This is the essence of safety leadership.

Most companies and the people in them want to have a safe place in which to work. Cynics who exist, must be stuck in really poor companies, at the low end of the distribution curve. Life for them must be dark and gloomy. Come into the light with The Safety Leadership Process©.

Shifting the Safety Culture to Excellence

When we work together with our people, we can shift the safety culture.

self organizing leadership cultureThe first part of this work is sharing all information and talking together about it. Another part is building trust and interdependence with the people as we openly discuss what is happening, what we are doing and why. The third part of this work is helping people to see the big picture and how important their part is to the success of the whole business.

These are the core elements of Self-Organizing Leadership. When we co-create our Safety Strategic Plan™ using the Process Enneagram©, we produce a living strategic plan that we use going forward. We keep it posted, talk about it weekly and modify it as things change.

We have found that walking around and talking with, rather than at, our people often feels new and awkward for many managers. It takes some practice and persistence.

Being in dialogue with the people makes us feel exposed and uncertain. Sometimes people ask questions we can’t answer. That is okay – just get the answer and go back to talk some more. This is not a spectator sport. There is a Spanish saying, “It is a lot easier to talk about the bull than be in the ring.” Yet, this walking around and talking and listening together is key to our success. In these conversations we are building the BOWL. This is the container that holds the organization together. It consists of our vision, mission, principles, standards, and expectations. As people learn to function within the BOWL, they find the freedom to create new solutions to problems, taking the lead to solve them and become leaders.

When the culture shifts in this way, the people begin to see other things that they can do to improve the business. Quality problems that were once ignored get solved. Cost problems that lingered get fixed. Customer issues among the plant and their customers, like delivery requirements, get solved. Turn-around times between production campaigns needed to clean and re-pipe the equipment drop from weeks to just days. I have seen all these things happen.

When the safety culture gets right then everything gets right! Moving to safety excellence becomes the leading wave for total cultural change to excellence.

Safety Leadership Workforce Challenges

Edwin G. Foulke, Jr., Partner in Fisher & Phillips and former Assistant Secretary of Labor for Occupational Safety and Health, spoke at the American Society of Safety Engineers, Region 4 Professional Development Conference about the changing nature of our workforce.

Existing employees are getting older and many will be retiring before too long.

workplace safety workforceLots of critical knowledge, experience and skills will be lost. Younger people, who have grown up in an electronic world of texting and games, will replace these people. Many are out of shape and bordering on being over weight; some are developing diabetes. This will pose significant challenges to employers and the need to work safely and well.

These changes will pose even more challenges than those of the very high growth rates mentioned by Amir Farid in his Keynote address at the AIChE Conference mentioned above.

Seeing Safety as a Complex Adaptive System

This means we’ll have to learn to work together in new, safer ways.

This shift in our safety culture and the way we work is the core of our work and the subject of our Newsletters, Blogposts and Safety Flashes. When we make this shift, everything changes. The patterns and processes become clearer and our work with the people becomes much easier, resistance to change almost disappears, and new things can be implemented quickly and effectively.

What steps has your organization put in place to adapt to an aging workforce?

Changing Safety Culture

I am becoming more and more focused on changing the safety culture of organizations. There are lots of training programs and fine instructors teaching all aspects of safety technology. Yet our organizations still have to deal with a lot of people getting hurt.

Most people don’t come to work expecting to get hurt. Most organizations want people to work safely. I think a large part of our challenge to moving towards safety excellence is the way our organization’s culture influences how people decide to work together, or not.

safety excellence in business leadershipMost of the safety people I’ve come to know approach organizations as if they are mechanical things to manipulate. Organizations are structured in functions. Knowledge is structured in pieces. People are narrowly skilled. Motivation is based on external factors. Information is shared on a need to know basis. Change is a troubling problem. People work in prescribed roles seeing only their part of the work. If change is needed people are moved around like chairs. Training is provided in abundance. Safety programs are set up as step-by-step processes where things are arranged in a prescribed sequence.

There is a big emphasis on teaching people what to do and then expecting them to do only as they are told…as if they checked their brain at the locker.

In my experience, organizations are not mechanical things to be manipulated, but rather they behave more like a living system. Knowledge is seamless. Organizations are seen as a whole system. Work is flexible and without boundaries. People are multi-skilled and continuously learning. Motivation is based on links to the whole system. Information flows openly and freely. Change is happening all the time, and seen as an opportunity for improvement. People work beyond their roles. People see their work in relation to the whole, knowing and doing what needs to be done. People work safely because they want to go home safe at the end of the day. They understand the larger expectation of the business.

Organizations are complex adaptive systems. The tools to work in complex adaptive systems are different from those that work in organizations seen as machines. When the tools of complexity are used, things work much more effectively, people become engaged in working towards the success of the whole system and change can happen quickly.

To learn more about this topic, see my blogs posts on Safety Excellence.

Building the BOWL to Manage Organizational Change

Organizations are complex evolving systems. Just about all the things going on in organizations are complex interactions of people, changing technology and the changing environment. Change is happening all the time.

This idea is in sharp contrast to our more mechanistic thinking that is common in many organizations where change is seen as a nuisance and people just wish management would make it stop. When I was the Plant Manager people pushed me constantly to slow all the changes down and prioritize the things we needed to do. Yet changes were coming fast and furious. At one point I asked them how do I prioritize an avalanche? I could work on the stuff for today, but tomorrow brought a new set of changes and all the priorities would change.

leadership BOWLWhen I began to learn about chaos and complexity science, I saw that this was the way to handle the high level of change. As we shared more and more information, helped people to really understand the nature of the business and their important roles in its success, and as we built more trust and interdependence, people began to step forward to help us take on all the changes that poured into our organization. I did not have to do everything myself, which was a great relief.

One of the key ideas was the creation of the BOWL. Control of the organization shifted from edicts and directions just coming from me to building the BOWL which was our co-created mission, vision, standards, principles, and expectations. When people had internalized these ideas, they could operate with a lot of freedom as long as they stayed within the BOWL which they always did. We talked a lot about this and just about everyone had a good understanding of it and their responsibility related to it. With the BOWL we could have order and freedom simultaneously without the organization falling apart.

As you lead your organizations and struggle with all the changes you are facing, consider the idea of building the BOWL by learning more about this way of leading.

A Question to Ponder

In my previous Blog I talked about the America’s Safest Companies Conference in Atlanta, GA. There were about 400 people in attendance for the fine papers, displays and the awards to the 10 Safest Companies of 2013.

safety excellence processIt was fascinating to see the contrast between the usual, linear, mechanical approach to safety and The Complexity Leadership Process (CLP) that I discussed at my display table. A large number of people talked with me at my display table about The Complexity Leadership Process which was new to all of them. Many could not believe how quickly and dramatically the safety performance improved using the CLP. At one level the CLP looks like a simple employee involvement program, yet it is much more and also different at a deeper level than the usual employee involvement processes. One fellow, who recently wrote a book about changing the safety culture to excellence just brushed the CLP aside as something he’d already seen. The approach to safety excellence he’s written about involves 43 linear steps that take 3-5 times as long as the CLP and require a very high level of persistence and determination over many years.

In an example of a long, slow, linear process was in a presentation by one of the Award–Winning companies about their journey to safety excellence. The presenter showed a chart showing their progress from a Total Recordable Injury Rate (TRIR) of about 8 to about 0.5 over 12 years, one little step at a time. It is great that fewer people are being injured, but it took way too long, and too many people were hurt along the way. When I count the number of injuries they suffered over this 12-year period, they had about 36 more recordable injuries per 100 employees than we experience at my Belle, WV Plant when we went from a TRIR of about 6 to 0.3 in just 3 ½ years. If the average cost of an OSHA Recordable Injury is about $50,000, then the Belle Plant with 36 fewer injuries and the suffering, saved about $1,800,000 for every 100 people. At Belle, we had about 1,000 people so we saved closer to $19,000,000.

It is interesting to watch people try to reframe a new idea into their old paradigm. The evidence of the improvements doesn’t seem to have an impact.

I think that if people believe something, they will see it, but if they don’t believe it they won’t see it, and not the other way around.

The evidence of many fewer injuries and the large savings that this generates, while proven in real cases, don’t seem to have much impact.

So for you who are reading this Blog, here is my question for you:

How do we get people to see, to understand and to try this new CLP approach when it is proven to be so effective?

 

The photo above is a picture of Dick at his Display table at the America’s Safest Companies Conference, where he had the opportunity to speak with lots of managers about eliminating workplace injuries.

America’s Safest Companies gather in Atlanta, Georgia

The America’s Safest Companies Conference is being held in Atlanta, Georgia this week.

The America’s Safest Companies Conference is sponsored by EHS Today and will have about 350 company presidents, Vice Presidents, EHS directors and managers and others interested in helping the people in our facilities go home in one piece. There will be keynote speakers on safety and sustainability as well as four conference tracks relating to:

  • Safety and Risk Management
  • Environmental/Sustainability
  • Compliance
  • Safety Technology

The Conference begins on Monday, October 28th with a reception and then the paper sessions will run on Tuesday and Wednesday up to 2:30 PM.

This is an interesting mix of people and tracks with many papers presented by high-level people with an emphasis on integrating safety into the culture of the companies and leadership. One of the key sponsors is Fisher & Phillips, a large law firm specializing in environmental, health and safety issues among the rest of their practice relating to labor law. The lead EH &S person from Fisher & Phillips is Edwin G. Foulke, Jr. who was a former OSHA Director.

america's safest companies conferenceI’ll be participating as a sponsor for the Conference Program Brochure. I’ll have an ad in the Brochure as well as a display table. My tag line is “When safety gets right, everything else gets right”. Since I am not an official speaker, I am going to use my display table as an opportunity to talk with people about the Complexity Leadership Process that I wrote about in a previous.

While there will be papers about leadership and moving to safety excellence, I will be the only one talking about the three major areas of safety (occupational safety, occupational health and process safety) and showing how to use the Complexity Leadership Process to achieve sustainable levels of excellence and improved business performance. I’ll share my work from the DuPont Belle, WV plant, the New Zealand Steel, Auckland, NZ, and the CSR Invicta Sugar Mill in Ayr, Australia and powerful case studies.

I’ll be working my display during the Monday evening Reception as well as at all the breaks so I am hoping to connect with a lot of the Conference attendees in one-on-one conversations and open up their thinking to complexity and the importance of learning to think and live this way. This will be a very difference experience for me compared to presenting papers that I have often done and expect to do in the future. I am very interested in meeting so many people who are focused on Safety.

In April of 2014, I will also be presenting the Keynote at the Chamber of Minerals and Energy of Western Australia SHE Conference – another gathering of great minds in this industry.

As you can surmise, I am very dedicated to getting the ideas about complexity and its importance in helping people and organizations in their journeys to excellence. More and more people are beginning to see the world as Complex and are more open to learning to live and work in this paradigm.  As readers of these Blogs, I hope you are one of these on the leading edge of our thinking.

If you are at the conference, please stop by and say hello!

Richard N. Knowles, Ph.D., The Safety Sage

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