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Defining a Value System
2 Defining a Value System INTRODUCTION
Today we are bombarded with many terms that are used to help management to define and/or describe safety efforts. We use the term behavioral-based safety to describe why some employees engage in risktaking behaviors. You cannot pick up a safety journal without finding an article telling you that behavioral-based safety will change your safety program. What it does not tell you is that this is only one element of a successful safety management system. "What works in one organization may not in another, there is no magic bullet" [3], as some people will lead you to believe. We will discuss behavioral-based safety in more detail in Chapter 16.
CULTURE AND SAFETY
Safety professionals pretty much ignored the concept of culture through the 1980s. As management attempted to improve culture through changing their style of leadership and through employee participation, safety efforts changed very little. Management was using the same elements in their safety programs that they had always used. I am reminded of the definition of insanity, "Doing the same thing over and over and expecting different results." Under the old traditional style, this is common. Safety programs typically consisted of the usual things: for example, safety meetings, facility inspections, and incident investigations to some degree (not getting at the root cause) (identify solutions), with little emphasis on identifying and correcting hazards. Most professionals perceived these tools as the essential elements of a safety program. 16
Defining a Value System
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However, these tools do not create a safety culture or build a safety management system. To understand the culture side of safety, you can review some O S H A voluntary guidelines. Several guidelines have been published since the 1980s suggesting that companies should implement specific elements of a model safety program. A number of states enacted laws requiring companies to do these same things. These elements were perceived as being a "safety program" and not building a safety culture [3, 4], Using these elements as a safety program and not a management system only supports the culture if there is top management commitment. We will discuss some of these voluntary guidelines in Chapter 3. While O S H A and some state programs were going down the "essential element" track to safety (as was much of the safety profession), suggesting implementing a management system, a number of pieces of research began to appear that presented different answers to the safety problem. Most of the research results were consistent in saying, "There are no essential elements." As we discussed, what works in one organization may not in another. Each organization must determine for itself what will work for it. There are several major concepts. The answer seems to be clear: it is the culture of management and the employees and the organization that determines what will work in any organization [3, 4].
WHAT SETS THE CULTURE?
Certain cultures do have safety as one of their major constituent values, and not a priority. Other cultures make it very clear that safety is unimportant. In the latter, almost nothing will work; meetings will be boring, and job hazard analyses (JHAs) are perceived only as paperwork [3, 4]. ~ e culture of an organization sets the tone for everything in the safety arena. In a positive safety culture, the culture itself says that everything you do about safety is important. In a participative environment (culture), an organization is saying to the employee, "We want and need your help." Some cultures urge creativity and innovative solutions, while others destroy them by not caring about their employees. Some cultures tap the employees for ideas and help, while others force employees to never use their brains at work [3, 4]. The following list outlines some specific elements of a culture: 9 How are decisions made? Does an organization spend available funds on employees and safety? Or are these ignored in favor of
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Developingan Effective Safety Culture: A Leadership Approach
*
.
9 9 . . . . * .
.
other things--for example, production, quality, new equipment, or other business opportunities? How are employees measured? Is safety measured as tightly as production with defined activities? What is measured tightly is what is important to management. How are employees rewarded? Is there a greater reward for productivity than for safety? This shows management's real priorities (values). Is teamwork mastered? Or is it "us versus them"? In safety, is it "police versus policed"? What is the history? What are your traditions? Is your management system in place to protect employees or to comply with regulations? Are supervisors required to do safety tasks daily? Do big "bosses" (top management) walk around the facility and talk to employees? Are you allowed to use to use your brain or are you just a puppet (gopher)? Has your company downsized? Is there always a threat of downsizing? Is the company profitable? Too much? Too little? Is the company satisfied with its level of profit? Or do they just want more and more, never getting enough? Can managers and supervisors talk about safety as they can about quality and production? [3, 4]
As you can see, a culture is defined by an infinite number of things. Petersen only listed a few. It is more important to understand what the culture is than to understand why it is that way [3, 4]. We have suggested that culture dictates which program elements will work and which will not. Culture dictates results, and what the incident record will be. This is true no matter whether we look at frequency or severity [3, 4].
WHY DO CULTURES FAIL?
We have looked at what builds a safety culture, but you also need to understand how it will fail. In many cases, a culture fails based on the management style. Every management "rules" with a different style.
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Douglas McGregor, who specialized in human behavior in organizations, is famous for his formulation of Theory X (authoritarian management) versus Theory Y (participative management [2]). McGregor believed that Theory X owed its origins to the banishment of A d a m and Eve from Eden into a world where they were forced to work to survive. "The stress that management places on productivity, on the concept of 'a fair day's work,' on the evils of featherbedding and restriction of output, on rewards for performance while it has a logic in terms of the objectives of enterprise reflects an underlying belief that management must counteract an inherent human tendency to avoid work" [2]. McGregor identified a series of human wants in ascending order, from the most basic physiological urges through a desire for safety and security (security in the workplace) to the "social needs" such as belonging, acceptance by one's peers, and the giving and receiving of affection. Above those again came the "egoistic needs," those that relate to an individual's self-esteem: the need for self-respect, self-confidence, autonomy, achievement, competence, and k n o w l e d g e ~ f o r reputation, status, recognition, and the respect of one's peers. Ultimately in McGregor's pyramid became the needs for self-fulfillment, for realizing one's individual potential, and for continuing in self-development [2]. If management continued to focus its attention on physiological needs, providing rewards was unlikely to be effective, and the only alternative under this philosophy would be reliance on the threat of punishment [2]. Part of Theory X validates itself, "but only because we have mistaken effects for causes." McGregor continues: The philosophy of management by direction and control regardless if it is hard or soft is inadequate to motivate because the human needs on which this approach relies are relatively unimportant motivators of behavior in our society today. Direction and control are of limited value in motivating people whose important needs are social and egoistic. So long as the assumptions of Theory X continue to influence managerial strategy, we will fail to discover, let alone utilize, the potentialities of the average human being [2]. McGregor's Theory Y management approach was designed to tap employees' potential (participation). This was based on his observations of the way management thinking had moved a considerable way from the traditional "hard" approach and the "soft" reaction that followed the Depression years [2]. McGregor developed six basic assumptions for Theory Y: 9 The expenditure of physical and mental effort on work is as natural as play or rest. The average human being does not inherently dislike
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Developing an Effective Safety Culture: A Leadership Approach
9
9
9 9
9
work. Depending on controllable conditions, work may be a source of satisfaction (will be voluntarily performed) or a source of punishment (will be avoided if possible). External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Employees will exercise self-direction and self-control in the service of objectives they are committed to. Commitment to objectives is a function of the rewards associated with their achievement. The most significant of such rewards, for example, the satisfaction of ego and self-actualization needs, can be direct products of effort directed toward organizational objectives. The average human being learns, under proper conditions, not only to accept but seek responsibility. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized [2].
Such assumptions, McGregor pointed out, had a deep implication for management. Where Theory X offered management an easy scapegoat for failure, because of its emphasis on the innate nature and limitations of its human resources Theory Y placed all problems "squarely in the lap of management." If employees were lazy or unwilling to show initiative or responsibility, if they were indifferent or intransigent, the fault lay in management methods. In other words, McGregor was redefining the old military adage: "There are no bad troops, only bad officers" [2]. McGregor believed that human beings had far greater potential than the industrial management of his time could understand. Theory X denied even the existence of that potential; Theory Y challenged management "to innovate, to discover new ways of organizing and directing human effort, even though we recognize that the perfect organization, like the perfect vacuum, is practically out of reach" [2]. You will understand how Theory Y applies when we discuss employee participation in Chapter 7.
WHAT ARE VALUES?
Another word that we hear is "value." What is a "value"? Can values can be defined as looking at the underlying beliefs and/or philosophies of
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individuals (management/employee behavior) and organizations (management support/employee participation)? When we talk about ways to change or create a proactive safety culture, we need to recognize and understand the full impact that values have on an organization. As we have discussed, there are morals and values that we will have to deal with when developing a management system. For another way of looking at the safety culture, refer to Table 2-1. If you view these concepts from the other side of the fence (the human side), you will find that employees bring their own set of personal beliefs and judgment to an organization. This forms the foundation of unique personal characteristics and is sometimes difficult to change because people are shaped and influenced early in life by our parents and our social environment. "Most people are a function of the social mirror, scripted by the opinion, the perceptions, the paradigms of the people around them" [1]. How about norms? Do values become norms? Is this how we operate a business? Norms have been described as unwritten rules, beliefs, attitudes, and/or practices that demonstrate proper or improper action. Norms can become expressions of personal and organizational values [1]. Many professionals will say that norms can be accomplished through observable behaviors of employees. For example, we believe that everyone can remember when a member of management knowingly permits an employee to operate equipment without proper guarding or without wearing personal protective equipment (PPE.) Why? Probably because the manager "did not have the time" to say anything to the employee or it would have slowed production. In these unspoken words, this is known as: "Production is #1 and safety is not important." The norm is to take chances if the objective is to speed up production. Let's look at other cases: A manager sees an employee driving a fork truck too fast for conditions and does not do anything. However, employees are being praised or rewarded for production results, without any consideration given to how they achieved the results. Their risk-taking behaviors or activities may be putting themselves and others at risk. In this case, risk-taking behaviors have become the unwritten rules (norm) of getting the job done fast. If management allows this to happen, a message is sent to employees that doing something unsafe or at-risk is OK. Management has nonverbally stated that it is OK to violate a safety rule when the employee is rewarded for completing the task in record time. Given this situation, this at-risk practice will continue. You can probably think of many more examples of these types of situations in your workplace.
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Developing an Effective Safety Culture: A Leadership Approach
Table 2-1 Vision of a Safety Culture Safety professionals use and promote the term culture or paradigm shift (an example that serves as a pattern or model) [10] as the way to promote longterm reductions of injuries. For example, one safety vision for the safety culture may be, "Safety should be integrated in the culture of every workplace." On the surface, this sounds like a great vision statement, but what does it mean? You should ask the question: What is a "safety culture" and how do we define it? In general, a safety culture can be viewed in several ways: 9 Safety must be integrated into every aspect of a business just like quality, production, etc. 9 All employees in the organization must understand and believe that they have a right to work safely 9 All employees must accept responsibility for making sure that they protect themselves and their co-workers 9 Safety is considered a value in the organization, not a priority
IS SAFETY A PRIORITY FOR YOUR ORGANIZATION? Traditionally, most managers have viewed safety as just another priority on a growing list of things to do, just one more thing on a list of many things that should be accomplished on a daily basis. Refer to Figure 2-1 to understand how priorities change on a day-to-day basis. In this example, note how each item on the list has changed. If this is happening in your process, you need to understand why. Our life changes from day to day and we must adapt to the change. If safety is a value, it will not change. This concept of safety as a priority is often reflected in safety slogans and speeches, for example: 9 9 9 9 9
Safety starts here Everyone is responsible for safety Safety is our top priority? Safety is #17 Safety first?
Most professionals have the best intentions when setting priorities. However, the reality of trying to manage your business often interferes with the priorities. Why? Because priorities change based on the needs of the organization. To say that safety is a priority means that it will change based on the needs or urgencies of the moment, and therefore will not always be the top priority? Refer to Figure 2-1. The dictionary defines a priority as a precedence established by order of importance or urgency [10]. Think about how often your priorities change either at work or at home.
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Table 2-1
Continued SAFETY AS A VALUE Let's look at the word value. If we say that safety is a value, what does this mean? The dictionary defines value as a principle, standard, or quality considered worthwhile or desirable: family value [10]. If you use this definition, you are sending a message that safety is important and will not be compromised. As your business needs change, so will the needs and focus of safety. However, as a value it will always be present. Another good question that should be considered is: why does a company need a safety program? Is it because OSHA requires it, or do you just want to do the right thing? Is the basic purpose of any safety program to help prevent injuries? If you were to look at the objective of regulatory requirements you will find that OSHA's main purpose as spelled out is: "To assure safe and healthful working conditions for working men and women." Even OSHA recognizes that physical compliance with safety requirements alone will not eliminate incidents. It is an impossible task for OSHA to attempt to write a safety regulation that will address every possible or potential hazard in the workplace. This is why some requirements are written as performance-based. You as managers have to interpret these performance-based standards and compliance initiatives. This can be done by strictly following the letter of the law or by making good management decisions that meet the requirements and providing Best Management Practice (BMP) for the business. Why? Because people (employees) are in workplaces. Every organization with one or more employee has a wide variety of different backgrounds, personalities, physical characteristics, attitudes, and behaviors. We all know that humans are fallible and that we can and do make mistakes every day. This statement reminds me of an air force sergeant that I once knew. He told me that he had only made one mistake in his life. The mistake as he described it was "I thought that I had made a mistake, but really I did not make the mistake." As he put it, that was his only mistakemthinking he had made a mistake. OSHA along with the safety community has recognized that it takes the combined efforts of BMP, physical safeguarding, training, maintenance, etc., to achieve success in an organization. Oklahoma Department of Labor, Safety and Health Management: Safety Pays, 2000, http://www.state.ok.us/-okdol, pp. 2-3, public domain.
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Developing an Effective Safety Culture: A Leadership Approach
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CHANGES IN BEHAVIOR When defining management system changes, management needs to spend time observing and evaluating indicators upstream to understand how behaviors are changing and how they affect the management system. Management needs to understand that behaviors are visible evidence of norms that are part of employee work practices. One of the best techniques that we encourage is to listen to what employees have to say. Sometimes employees just want to talk to someone about work or personal issues, etc. In these cases, you should sharpen your listening skills. This is one of the most important key concepts to understand. How many times have you seen a manager say to an employee that he/she is doing a good job and then rushes off to another project? This is a case where we need to respect the feelings of the employee and stop and listen to his/her concerns. If you do not feel that you have the time to spend with the employee, it is best not to attempt to talk to the employee. Set aside time when you can concentrate on your communication.
RECOGNIZING SUCCESS Management must understand the indicator or warning signs and know how to react. You as part of management are no different. For example, how many times have you approached an employee to tell him that he is doing a good job, but failed to stop and listen to what he has to say because, again, "I don't have the time"? It's important to take the time. A few seconds can mean a lot to the employee. Any system, no matter how good it is, is resistant to change. No one likes change, so we resist it. This is human nature. You must learn to deal with these changes. Behaviors need to be shaped and reinforced through praise and positive recognition. However, we must understand the controversy surrounding safety recognition programs and how incident reporting continues to remain a hot topic among safety professionals, OSHA, organized labor, and management alike. Proponents will argue that incentives can discourage incident reporting if done improperly. In many cases, other management practices may have a negative impact on incident reporting: for example, management's overemphasis on incident-free records, punitive (discipli-
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Developingan Effective Safety Culture: A Leadership Approach
nary) measures taken against injured employees, embarrassing an injured employee in front of co-workers, etc. [5]. Any safety program that targets one area without addressing others is less likely to succeed. Incidents may initially decline with such a program, but soon level off or increase. An effective safety recognition program or any traditional safety program that promotes incident reporting will usually show an increase in reported incidents in the beginning of this effort. Once you have identified specific injury types, you are then able to address the factors that contributed to these incidents. Once that practice has been consistently accomplished, injuries tend to decline as the root causes of each incident are investigated, identified, and properly addressed. In some cases, this may be a better indicator that the program is working than an initial decline in number of incidents. Why do you think this trend happens? The fact is that the more you pay attention to incidents, the more issues you will see [5]. You cannot react when you have several injuriesl If your process is in place, you have to give it time to work. As always, successful management systems involve management commitment to achieving the desired objective. It fosters a system of safety awareness and motivation at all levels of the organization. A recognition program should be rewarding, entertaining, and easy to understand, with a daily focus on safety~and not only when an incident occurs. It should generate peer group pressure; it should be visually dynamic, flexible, and involve recognition and rules enforcement. It should be administratively easy, promote employee participation, accountability, and communication, and encourage management/employee cooperation [5]. There is an increased focus on traditional performance-based incentives as potential causes of under-reporting. Although OSHA is not suggesting that companies discontinue incentive (award) programs, OSHA prefers nontraditional incentive programs where emphasis is placed on activity-based efforts such as safety suggestions, reporting hazards, incidents (near misses, loss-producing events, etc.), safety contacts, and attending safety meetings [6]. In Chapter 6 we will discuss an activitybased safety system. OSHA's current stance places the burden of proof on management to demonstrate that incentives are not being used to manipulate incident reporting. In some cases, they have levied fines for recordkeeping violations on companies that tie bonuses to incident-free records [6]. Safety professionals are frustrated when a well-intentioned, comprehensive safety management system is put into place, yet employees continue to be injured. Safety professionals generally recognize that incentive programs that address behaviors without also recognizing performance
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have some limitations. Some injuries result from personal factors that cannot be traced to a specific behavior. An employee who has exemplified safe behaviors for years can have a "bad day." No matter what we believe, we have to understand that there are some things that we just cannot explain. Stress, lack of sleep, emotional strain, minor illness, substance abuse, etc., could be significant contributing factors to injuries on and off the job. An effective recognition program will capitalize on the impact of positive group dynamics as a means of shaping individual attitudes and behaviors [5]. What we need to get across is that management must feel the same way about safety as the safety professional. How many times have you, if you are a safety professional, visited a plant or work environment and employees have changed their behaviors just because they see you are there. How many times have you been called "Mr./Ms. Safety?" The question is: Does the same thing happen when managers or supervisors walk into an area? In most cases, probably not if they do not understand the culture. Somehow you need to get this point across to managers and supervisors so that they can also create the same level of awareness. This is only the first step. Of course, as the process continues building your new culture, you will see these types of changes happen. We must get to a point where employees understand and take the responsibility to do the right thing and not wait for management.
WHAT CAN WE LEARN?
Management has the controls to help reduce the number of on-the-job incidents. If you review OSHA's proposed Safety and Health Program standard, 29 Code of Federal Regulations (CFR) 1900.1, you will note that employee participation is one of the key components of the proposed requirement [9], The question is, how can management get employees involved in safety without tying rewards (recognitions) and punishments to incidents? The bottom line is this, no matter how you look at it" incident r e d u c t i o n ~ f o r example, reducing the number of employees getting h u r t ~ i s what counts for some managers, so why should it not be as meaningful to the employees? We will discuss these voluntary safety and heath program in more detail in Chapter 3 and continue to discuss these concepts throughout the book. As we demonstrated in Chapter 1, insurance costs and O S H A inspections are driven by performance (number of incidents-some refer to it as O S H A incident rates [OIR]). Is it realistic to expect employees to be
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Developingan Effective Safety Culture: A Leadership Approach
motivated without a performance (incident reduction) element built into their safety recognition? Some managers in a traditionally based safety system will say, "The employee gets a paycheck and that should be enough." Is this what you want to convey to your employees? Today's environment promotes employee empowerment that translates into employee responsibility and accountability. Management needs to understand that employees are an asset to the company, not just a liability [8]. I once heard a speaker say,"We are so busy trying to please our customers that we forget the feelings of our employees." He continues to say that "you need to focus on your employees and forget the customers." In this way, your employees will be happier and more productive. In the end, more customers will come. Take this for what it is worth. I thought it was worth repeating for everyone reading this book. The ultimate goal of any safety program or process, whether it is incentive-based, performance-based, or a management-driven system, must be to create a system that embraces specific goals and objectives. We will discuss goals and objectives in more detail in Chapter 5.
A NEW MANAGEMENT SAFETY SYSTEM BEGINS TO EMERGE
As the change process continues, personal successes become more apparent. Incidents will decrease and attitudes will become more positive. This is where more employees begin to understand the change. Observable behaviors indicate a change in the norms. Employee participation in safety increases. Companies begin to move from a reactive to a proactive state, with increasing enthusiasm for safety. One important thing to remember is that management needs to be aware that newly developed safety management systems are fragile and can be damaged easily. Step out of line one time and you will have to prove yourself again [1]. I am reminded of Stephen Covey and his emotional bank [1]. Basically what he said is that if you keep taking emotions out of the bank and never put them back in, your bank account becomes unbalanced. This is like the checkbook with all of your money--if you do not reconcile your checking account, you could be losing money. Constant attention is needed to make sure that the right values (not priorities) are being promoted and demonstrated. As this new way of thinking and acting about safety takes hold, stronger roots form. If nurtured with positive emotions, the safety management system expands, matures, and will outlive many
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changes, good and bad. All employees and the organization start to become a fixed asset of the organization. The system will begin to sustain itself.
SAFETY CLIMATE (CULTURE) DEFINED Although climate is difficult to define, it is easy to see and feel. According to Petersen, "Probably the best definition I've ever heard on culture came from a worker I interviewed who stated, 'Culture is the way it is around here.' It's the unwritten rules of the ballgame that the organization is playing. Culture is what everybody knows, and therefore it does not have to be stated or written down" [3, 4]. Safety climate reflects if safety is perceived by all employees to be a "key value" in the organization. The terms "climate" and "culture" are both used here [3, 4]. The question is: has a safety climate (culture) been created that is conducive to adopting safe work attitudes and habits [3, 4]? The concept of culture became a very popular management subject in the early 1980s, because of the popularity of a book written by Peters and Waterman, In Search of Excellence. That book described what it was that accounted for the economic success of a number of companies. Other books followed, delving into the concept [3, 4]. The concept of culture had been around long before In Search of Excellence was published. Dr. Rensis Likert wrote a book called The Human Organization, where he described his research on "trying to" understand the difference in "styles" of different companies, and how these "styles" affected the bottom line. Dr. Likert coined the term "Organizational Climate." We now call it culture [3, 4]. According to Petersen, Likert believed that participative management was the best kind, and the most likely to produce results. Some of his contemporary management thinkers criticized him for flatly assuming that group discussion was the only path to good decision-making and thereby abandoning or ignoring the search for better techniques of problem solving or decision-making [2]. Likert not only researched climate; he also defined it as being excellent in ten areas: 9 Confidence and trust 9 Interest in the subordinate's future
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Developing an Effective Safety Culture: A Leadership Approach
* Understanding of and the desire to help overcome problems 9 Training and helping the subordinate to perform better 9 Teaching subordinates how to solve problems rather than giving the answers 9 Giving support by making available the required physical resources 9 Communicating information that the subordinate must know to do the job as well as information needed to identify more with the operation 9 Seeking out and attempting to use ideas and opinions 9 Approachability 9 Crediting and recognizing accomplishments [3, 4] Likert invented a way to measure climate with a forced choice questionnaire that he administered to employees to find out their perception of how good the company is in the ten areas. He later took the perception survey results and ran correlation studies with things like profitability, return on investment, growth, and other bottom-line figures, invariably coming up with extremely high positive correlation. Apparently, climate determines results [3, 4]. We will discuss employee safety perception and how it will affect the operation in more detail in Chapter 17. Likert's research method was based on detailed questionnaires, asking employees a series of questions about their supervisors. He then drew up a profile of each supervisor/manager in light of how they were viewed by the employees [2]. Management is by fear and coercion, where communication is top-down, decision-making is done at the top with no shared communication, and management and employees are psychologically far apart. 9 B e n e v o l e n t a u t h o r i t a r i a n . Management is by carrot rather than stick, but employees are still subservient; such information that flows upward is mainly what the manager is thought to want to hear, and policy decisions are taken at the top, with only minor ones delegated to a lower level. 9 C o n s u l t a t i v e . Management uses both carrot and stick and does try to talk to employees; communication flows both ways, but is still somewhat limited upward; important decisions are still taken top down. 9 P a r t i c i p a t i v e . Management provides economic rewards and is concerned to get employees involved in groups capable of making decisions; it sets challenging goals and works closely with employees to encourage high performance. Communication flows easily in both
9 Exploitative
authoritarian.
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directions and sideways to peers; management and employees are psychologically close. Decision-making is done through participative processes; work groups are integrated into the formal structure of the organization by creating a series of overlapping groups, each linked to the rest of the organization by a "linking pin," preferably a team leader or departmental manager, who will be a member of both group and management [2]. As culture (climate) became a popular management subject in the 1980s, top management began to look at their organizations and consider ways to "improve their culture." In many organizations, you would find new posters on the walls describing their culture. We know today that if the management of a company must write it down and make a poster of it, they are not describing their culture; they are describing what they want to see. What does it mean when the poster gets outdated, dirty, or worn out? Does this mean that the culture has suffered the same symptoms? How many cases of this do you see? The lesson here is that posters do not constitute a safety culture. Nobody needs the culture to be described to them. Everybody knows what it "is like around here" [3, 4].
AUDITS Before we begin our journey, let discuss one more misunderstood concept: audits. How many "audits" have you performed? What does the word audit mean? Typically, it means that you have to find something wrong. In one author's opinion, this is the case with most auditors. We need to get over this attitude and stop looking for all the "bad" things that have happened. We encourage you to look at "audit" as a "conformance appraisal," which means looking at your management system to see how it conforms to your expectations. This will help you to keep a positive focus on conformance to practices and procedures of the management system and/or program requirements. We continually need to understand how to focus on the positive aspects of safety.
SUMMARY One thing that we often forget that is as important as, if not more important than, employee behaviors is management behaviors. If man-
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Developing an Effective Safety Culture: A Leadership Approach
agement is trying to create or improve the safety management system, they need to make sure that they demonstrate the same behaviors they expect from their employees. Employees are watching management carefully during any process change. If management's personal behavior is not consistent with the verbal and written messages they are sending, then the process will not work, the safety culture will not be trustworthy, and the management system will fail. We will continue to discuss this subject in Chapter 4. The management system and the safety program should be evaluated to make sure that it is effective and appropriate to specific workplace conditions. The management system must be revised in a timely manner to identify and help correct infractions during a management system evaluation. It is a living process~you must continue to feed the system. One of the issues the authors struggle with is focusing on OSHA Incident Rates (OIR). In many cases, management has a tendency to focus on how well they are doing by using numbers to measure safety program success. We do not have a problem with presenting these statistics to management, but one must remember that people get hurt, not numbers. You must learn to focus on individuals (employees) as opposed to how the numbers line up. This chapter has offered various proven methods to help you to decide on an appropriate performance management system that works for your business~the value. As top management, your visible commitment to safety can make a major difference in the quality of your employees' work and personal life. You can choose among a variety of formal and informal methods and styles for achieving this impact. Demonstrate to everyone that you are vitally interested in employee safety. Do this by making yourself accessible: encourage your employees to speak up about safety, listen carefully, and then follow through. Set a good example: follow the rules, make time to carry out your safety responsibilities, and insist that all managers and supervisors do the same. Make sure everyone understands that you are in charge of a business where safety will not be compromised and where hazard awareness and safe work practices are expected of everyone, including on-site contractors and their employees.
REFERENCES 1. Covey, Stephen R., The 7 Habits of Highly Effective People, Fireside, Simon and Schuster, New York, 1989.
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2. Kennedy, Carol, instant Management: The Best Ideas From the People Who Have Made a Difference in How We Manage, William Morrow and Company, Inc., New York, 1991. 3. Peterson, Dan, The Challenge of Change, Creating a New Safety Culture, Implementation Guide, CoreMedia, Development, Inc., 1993, Preface. Modified with permission. 4. Peterson, Dan, The Challenge of Change, Creating a New Safety Culture, Implementation Guide, CoreMedia, Development, Inc., 1993, Implementation Guide, Safety Climate, Category 19, pp. 90-92. Modified with permission. 5. Roughton, Jim, Marcia West, "How to Get the Most out of Safety Incentives," Industrial Safety & Hygiene News, June 1999. 6. "Recordkeeping Citation could Spark Ban on Safety Incentive Games," Inside OSHA, Volume 5, No. 21, October 19, 1998. 7. "Safety Incentive Program Claims Not Supported by Evidence, OSHA Official Says," BNAC Safety Communicator, Winter 1999. 8. Secretan, Lance H. K., Reclaiming Higher Ground, McGraw-Hill, New York, 1997. 9. U.S. Department of Labor Occupational Safety and Health Administration (OSHA), Draft Proposed Safety And Health Program Rule, 29 CFR 1900.1, Docket No. Safety and Health-0027, public domain. 10. The American Heritage College Dictionary, 3rd ed., Houghton Mifflin Company, 1993.
Today we are bombarded with many terms that are used to help management to define and/or describe safety efforts. We use the term behavioral-based safety to describe why some employees engage in risktaking behaviors. You cannot pick up a safety journal without finding an article telling you that behavioral-based safety will change your safety program. What it does not tell you is that this is only one element of a successful safety management system. "What works in one organization may not in another, there is no magic bullet" [3], as some people will lead you to believe. We will discuss behavioral-based safety in more detail in Chapter 16.
CULTURE AND SAFETY
Safety professionals pretty much ignored the concept of culture through the 1980s. As management attempted to improve culture through changing their style of leadership and through employee participation, safety efforts changed very little. Management was using the same elements in their safety programs that they had always used. I am reminded of the definition of insanity, "Doing the same thing over and over and expecting different results." Under the old traditional style, this is common. Safety programs typically consisted of the usual things: for example, safety meetings, facility inspections, and incident investigations to some degree (not getting at the root cause) (identify solutions), with little emphasis on identifying and correcting hazards. Most professionals perceived these tools as the essential elements of a safety program. 16
Defining a Value System
17
However, these tools do not create a safety culture or build a safety management system. To understand the culture side of safety, you can review some O S H A voluntary guidelines. Several guidelines have been published since the 1980s suggesting that companies should implement specific elements of a model safety program. A number of states enacted laws requiring companies to do these same things. These elements were perceived as being a "safety program" and not building a safety culture [3, 4], Using these elements as a safety program and not a management system only supports the culture if there is top management commitment. We will discuss some of these voluntary guidelines in Chapter 3. While O S H A and some state programs were going down the "essential element" track to safety (as was much of the safety profession), suggesting implementing a management system, a number of pieces of research began to appear that presented different answers to the safety problem. Most of the research results were consistent in saying, "There are no essential elements." As we discussed, what works in one organization may not in another. Each organization must determine for itself what will work for it. There are several major concepts. The answer seems to be clear: it is the culture of management and the employees and the organization that determines what will work in any organization [3, 4].
WHAT SETS THE CULTURE?
Certain cultures do have safety as one of their major constituent values, and not a priority. Other cultures make it very clear that safety is unimportant. In the latter, almost nothing will work; meetings will be boring, and job hazard analyses (JHAs) are perceived only as paperwork [3, 4]. ~ e culture of an organization sets the tone for everything in the safety arena. In a positive safety culture, the culture itself says that everything you do about safety is important. In a participative environment (culture), an organization is saying to the employee, "We want and need your help." Some cultures urge creativity and innovative solutions, while others destroy them by not caring about their employees. Some cultures tap the employees for ideas and help, while others force employees to never use their brains at work [3, 4]. The following list outlines some specific elements of a culture: 9 How are decisions made? Does an organization spend available funds on employees and safety? Or are these ignored in favor of
18
Developingan Effective Safety Culture: A Leadership Approach
*
.
9 9 . . . . * .
.
other things--for example, production, quality, new equipment, or other business opportunities? How are employees measured? Is safety measured as tightly as production with defined activities? What is measured tightly is what is important to management. How are employees rewarded? Is there a greater reward for productivity than for safety? This shows management's real priorities (values). Is teamwork mastered? Or is it "us versus them"? In safety, is it "police versus policed"? What is the history? What are your traditions? Is your management system in place to protect employees or to comply with regulations? Are supervisors required to do safety tasks daily? Do big "bosses" (top management) walk around the facility and talk to employees? Are you allowed to use to use your brain or are you just a puppet (gopher)? Has your company downsized? Is there always a threat of downsizing? Is the company profitable? Too much? Too little? Is the company satisfied with its level of profit? Or do they just want more and more, never getting enough? Can managers and supervisors talk about safety as they can about quality and production? [3, 4]
As you can see, a culture is defined by an infinite number of things. Petersen only listed a few. It is more important to understand what the culture is than to understand why it is that way [3, 4]. We have suggested that culture dictates which program elements will work and which will not. Culture dictates results, and what the incident record will be. This is true no matter whether we look at frequency or severity [3, 4].
WHY DO CULTURES FAIL?
We have looked at what builds a safety culture, but you also need to understand how it will fail. In many cases, a culture fails based on the management style. Every management "rules" with a different style.
Defining a Value System
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Douglas McGregor, who specialized in human behavior in organizations, is famous for his formulation of Theory X (authoritarian management) versus Theory Y (participative management [2]). McGregor believed that Theory X owed its origins to the banishment of A d a m and Eve from Eden into a world where they were forced to work to survive. "The stress that management places on productivity, on the concept of 'a fair day's work,' on the evils of featherbedding and restriction of output, on rewards for performance while it has a logic in terms of the objectives of enterprise reflects an underlying belief that management must counteract an inherent human tendency to avoid work" [2]. McGregor identified a series of human wants in ascending order, from the most basic physiological urges through a desire for safety and security (security in the workplace) to the "social needs" such as belonging, acceptance by one's peers, and the giving and receiving of affection. Above those again came the "egoistic needs," those that relate to an individual's self-esteem: the need for self-respect, self-confidence, autonomy, achievement, competence, and k n o w l e d g e ~ f o r reputation, status, recognition, and the respect of one's peers. Ultimately in McGregor's pyramid became the needs for self-fulfillment, for realizing one's individual potential, and for continuing in self-development [2]. If management continued to focus its attention on physiological needs, providing rewards was unlikely to be effective, and the only alternative under this philosophy would be reliance on the threat of punishment [2]. Part of Theory X validates itself, "but only because we have mistaken effects for causes." McGregor continues: The philosophy of management by direction and control regardless if it is hard or soft is inadequate to motivate because the human needs on which this approach relies are relatively unimportant motivators of behavior in our society today. Direction and control are of limited value in motivating people whose important needs are social and egoistic. So long as the assumptions of Theory X continue to influence managerial strategy, we will fail to discover, let alone utilize, the potentialities of the average human being [2]. McGregor's Theory Y management approach was designed to tap employees' potential (participation). This was based on his observations of the way management thinking had moved a considerable way from the traditional "hard" approach and the "soft" reaction that followed the Depression years [2]. McGregor developed six basic assumptions for Theory Y: 9 The expenditure of physical and mental effort on work is as natural as play or rest. The average human being does not inherently dislike
20
Developing an Effective Safety Culture: A Leadership Approach
9
9
9 9
9
work. Depending on controllable conditions, work may be a source of satisfaction (will be voluntarily performed) or a source of punishment (will be avoided if possible). External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Employees will exercise self-direction and self-control in the service of objectives they are committed to. Commitment to objectives is a function of the rewards associated with their achievement. The most significant of such rewards, for example, the satisfaction of ego and self-actualization needs, can be direct products of effort directed toward organizational objectives. The average human being learns, under proper conditions, not only to accept but seek responsibility. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized [2].
Such assumptions, McGregor pointed out, had a deep implication for management. Where Theory X offered management an easy scapegoat for failure, because of its emphasis on the innate nature and limitations of its human resources Theory Y placed all problems "squarely in the lap of management." If employees were lazy or unwilling to show initiative or responsibility, if they were indifferent or intransigent, the fault lay in management methods. In other words, McGregor was redefining the old military adage: "There are no bad troops, only bad officers" [2]. McGregor believed that human beings had far greater potential than the industrial management of his time could understand. Theory X denied even the existence of that potential; Theory Y challenged management "to innovate, to discover new ways of organizing and directing human effort, even though we recognize that the perfect organization, like the perfect vacuum, is practically out of reach" [2]. You will understand how Theory Y applies when we discuss employee participation in Chapter 7.
WHAT ARE VALUES?
Another word that we hear is "value." What is a "value"? Can values can be defined as looking at the underlying beliefs and/or philosophies of
Defining a Value System
21
individuals (management/employee behavior) and organizations (management support/employee participation)? When we talk about ways to change or create a proactive safety culture, we need to recognize and understand the full impact that values have on an organization. As we have discussed, there are morals and values that we will have to deal with when developing a management system. For another way of looking at the safety culture, refer to Table 2-1. If you view these concepts from the other side of the fence (the human side), you will find that employees bring their own set of personal beliefs and judgment to an organization. This forms the foundation of unique personal characteristics and is sometimes difficult to change because people are shaped and influenced early in life by our parents and our social environment. "Most people are a function of the social mirror, scripted by the opinion, the perceptions, the paradigms of the people around them" [1]. How about norms? Do values become norms? Is this how we operate a business? Norms have been described as unwritten rules, beliefs, attitudes, and/or practices that demonstrate proper or improper action. Norms can become expressions of personal and organizational values [1]. Many professionals will say that norms can be accomplished through observable behaviors of employees. For example, we believe that everyone can remember when a member of management knowingly permits an employee to operate equipment without proper guarding or without wearing personal protective equipment (PPE.) Why? Probably because the manager "did not have the time" to say anything to the employee or it would have slowed production. In these unspoken words, this is known as: "Production is #1 and safety is not important." The norm is to take chances if the objective is to speed up production. Let's look at other cases: A manager sees an employee driving a fork truck too fast for conditions and does not do anything. However, employees are being praised or rewarded for production results, without any consideration given to how they achieved the results. Their risk-taking behaviors or activities may be putting themselves and others at risk. In this case, risk-taking behaviors have become the unwritten rules (norm) of getting the job done fast. If management allows this to happen, a message is sent to employees that doing something unsafe or at-risk is OK. Management has nonverbally stated that it is OK to violate a safety rule when the employee is rewarded for completing the task in record time. Given this situation, this at-risk practice will continue. You can probably think of many more examples of these types of situations in your workplace.
22
Developing an Effective Safety Culture: A Leadership Approach
Table 2-1 Vision of a Safety Culture Safety professionals use and promote the term culture or paradigm shift (an example that serves as a pattern or model) [10] as the way to promote longterm reductions of injuries. For example, one safety vision for the safety culture may be, "Safety should be integrated in the culture of every workplace." On the surface, this sounds like a great vision statement, but what does it mean? You should ask the question: What is a "safety culture" and how do we define it? In general, a safety culture can be viewed in several ways: 9 Safety must be integrated into every aspect of a business just like quality, production, etc. 9 All employees in the organization must understand and believe that they have a right to work safely 9 All employees must accept responsibility for making sure that they protect themselves and their co-workers 9 Safety is considered a value in the organization, not a priority
IS SAFETY A PRIORITY FOR YOUR ORGANIZATION? Traditionally, most managers have viewed safety as just another priority on a growing list of things to do, just one more thing on a list of many things that should be accomplished on a daily basis. Refer to Figure 2-1 to understand how priorities change on a day-to-day basis. In this example, note how each item on the list has changed. If this is happening in your process, you need to understand why. Our life changes from day to day and we must adapt to the change. If safety is a value, it will not change. This concept of safety as a priority is often reflected in safety slogans and speeches, for example: 9 9 9 9 9
Safety starts here Everyone is responsible for safety Safety is our top priority? Safety is #17 Safety first?
Most professionals have the best intentions when setting priorities. However, the reality of trying to manage your business often interferes with the priorities. Why? Because priorities change based on the needs of the organization. To say that safety is a priority means that it will change based on the needs or urgencies of the moment, and therefore will not always be the top priority? Refer to Figure 2-1. The dictionary defines a priority as a precedence established by order of importance or urgency [10]. Think about how often your priorities change either at work or at home.
Defining a Value System
23
Table 2-1
Continued SAFETY AS A VALUE Let's look at the word value. If we say that safety is a value, what does this mean? The dictionary defines value as a principle, standard, or quality considered worthwhile or desirable: family value [10]. If you use this definition, you are sending a message that safety is important and will not be compromised. As your business needs change, so will the needs and focus of safety. However, as a value it will always be present. Another good question that should be considered is: why does a company need a safety program? Is it because OSHA requires it, or do you just want to do the right thing? Is the basic purpose of any safety program to help prevent injuries? If you were to look at the objective of regulatory requirements you will find that OSHA's main purpose as spelled out is: "To assure safe and healthful working conditions for working men and women." Even OSHA recognizes that physical compliance with safety requirements alone will not eliminate incidents. It is an impossible task for OSHA to attempt to write a safety regulation that will address every possible or potential hazard in the workplace. This is why some requirements are written as performance-based. You as managers have to interpret these performance-based standards and compliance initiatives. This can be done by strictly following the letter of the law or by making good management decisions that meet the requirements and providing Best Management Practice (BMP) for the business. Why? Because people (employees) are in workplaces. Every organization with one or more employee has a wide variety of different backgrounds, personalities, physical characteristics, attitudes, and behaviors. We all know that humans are fallible and that we can and do make mistakes every day. This statement reminds me of an air force sergeant that I once knew. He told me that he had only made one mistake in his life. The mistake as he described it was "I thought that I had made a mistake, but really I did not make the mistake." As he put it, that was his only mistakemthinking he had made a mistake. OSHA along with the safety community has recognized that it takes the combined efforts of BMP, physical safeguarding, training, maintenance, etc., to achieve success in an organization. Oklahoma Department of Labor, Safety and Health Management: Safety Pays, 2000, http://www.state.ok.us/-okdol, pp. 2-3, public domain.
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Developing an Effective Safety Culture: A Leadership Approach
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CHANGES IN BEHAVIOR When defining management system changes, management needs to spend time observing and evaluating indicators upstream to understand how behaviors are changing and how they affect the management system. Management needs to understand that behaviors are visible evidence of norms that are part of employee work practices. One of the best techniques that we encourage is to listen to what employees have to say. Sometimes employees just want to talk to someone about work or personal issues, etc. In these cases, you should sharpen your listening skills. This is one of the most important key concepts to understand. How many times have you seen a manager say to an employee that he/she is doing a good job and then rushes off to another project? This is a case where we need to respect the feelings of the employee and stop and listen to his/her concerns. If you do not feel that you have the time to spend with the employee, it is best not to attempt to talk to the employee. Set aside time when you can concentrate on your communication.
RECOGNIZING SUCCESS Management must understand the indicator or warning signs and know how to react. You as part of management are no different. For example, how many times have you approached an employee to tell him that he is doing a good job, but failed to stop and listen to what he has to say because, again, "I don't have the time"? It's important to take the time. A few seconds can mean a lot to the employee. Any system, no matter how good it is, is resistant to change. No one likes change, so we resist it. This is human nature. You must learn to deal with these changes. Behaviors need to be shaped and reinforced through praise and positive recognition. However, we must understand the controversy surrounding safety recognition programs and how incident reporting continues to remain a hot topic among safety professionals, OSHA, organized labor, and management alike. Proponents will argue that incentives can discourage incident reporting if done improperly. In many cases, other management practices may have a negative impact on incident reporting: for example, management's overemphasis on incident-free records, punitive (discipli-
26
Developingan Effective Safety Culture: A Leadership Approach
nary) measures taken against injured employees, embarrassing an injured employee in front of co-workers, etc. [5]. Any safety program that targets one area without addressing others is less likely to succeed. Incidents may initially decline with such a program, but soon level off or increase. An effective safety recognition program or any traditional safety program that promotes incident reporting will usually show an increase in reported incidents in the beginning of this effort. Once you have identified specific injury types, you are then able to address the factors that contributed to these incidents. Once that practice has been consistently accomplished, injuries tend to decline as the root causes of each incident are investigated, identified, and properly addressed. In some cases, this may be a better indicator that the program is working than an initial decline in number of incidents. Why do you think this trend happens? The fact is that the more you pay attention to incidents, the more issues you will see [5]. You cannot react when you have several injuriesl If your process is in place, you have to give it time to work. As always, successful management systems involve management commitment to achieving the desired objective. It fosters a system of safety awareness and motivation at all levels of the organization. A recognition program should be rewarding, entertaining, and easy to understand, with a daily focus on safety~and not only when an incident occurs. It should generate peer group pressure; it should be visually dynamic, flexible, and involve recognition and rules enforcement. It should be administratively easy, promote employee participation, accountability, and communication, and encourage management/employee cooperation [5]. There is an increased focus on traditional performance-based incentives as potential causes of under-reporting. Although OSHA is not suggesting that companies discontinue incentive (award) programs, OSHA prefers nontraditional incentive programs where emphasis is placed on activity-based efforts such as safety suggestions, reporting hazards, incidents (near misses, loss-producing events, etc.), safety contacts, and attending safety meetings [6]. In Chapter 6 we will discuss an activitybased safety system. OSHA's current stance places the burden of proof on management to demonstrate that incentives are not being used to manipulate incident reporting. In some cases, they have levied fines for recordkeeping violations on companies that tie bonuses to incident-free records [6]. Safety professionals are frustrated when a well-intentioned, comprehensive safety management system is put into place, yet employees continue to be injured. Safety professionals generally recognize that incentive programs that address behaviors without also recognizing performance
Defining a Value System
27
have some limitations. Some injuries result from personal factors that cannot be traced to a specific behavior. An employee who has exemplified safe behaviors for years can have a "bad day." No matter what we believe, we have to understand that there are some things that we just cannot explain. Stress, lack of sleep, emotional strain, minor illness, substance abuse, etc., could be significant contributing factors to injuries on and off the job. An effective recognition program will capitalize on the impact of positive group dynamics as a means of shaping individual attitudes and behaviors [5]. What we need to get across is that management must feel the same way about safety as the safety professional. How many times have you, if you are a safety professional, visited a plant or work environment and employees have changed their behaviors just because they see you are there. How many times have you been called "Mr./Ms. Safety?" The question is: Does the same thing happen when managers or supervisors walk into an area? In most cases, probably not if they do not understand the culture. Somehow you need to get this point across to managers and supervisors so that they can also create the same level of awareness. This is only the first step. Of course, as the process continues building your new culture, you will see these types of changes happen. We must get to a point where employees understand and take the responsibility to do the right thing and not wait for management.
WHAT CAN WE LEARN?
Management has the controls to help reduce the number of on-the-job incidents. If you review OSHA's proposed Safety and Health Program standard, 29 Code of Federal Regulations (CFR) 1900.1, you will note that employee participation is one of the key components of the proposed requirement [9], The question is, how can management get employees involved in safety without tying rewards (recognitions) and punishments to incidents? The bottom line is this, no matter how you look at it" incident r e d u c t i o n ~ f o r example, reducing the number of employees getting h u r t ~ i s what counts for some managers, so why should it not be as meaningful to the employees? We will discuss these voluntary safety and heath program in more detail in Chapter 3 and continue to discuss these concepts throughout the book. As we demonstrated in Chapter 1, insurance costs and O S H A inspections are driven by performance (number of incidents-some refer to it as O S H A incident rates [OIR]). Is it realistic to expect employees to be
28
Developingan Effective Safety Culture: A Leadership Approach
motivated without a performance (incident reduction) element built into their safety recognition? Some managers in a traditionally based safety system will say, "The employee gets a paycheck and that should be enough." Is this what you want to convey to your employees? Today's environment promotes employee empowerment that translates into employee responsibility and accountability. Management needs to understand that employees are an asset to the company, not just a liability [8]. I once heard a speaker say,"We are so busy trying to please our customers that we forget the feelings of our employees." He continues to say that "you need to focus on your employees and forget the customers." In this way, your employees will be happier and more productive. In the end, more customers will come. Take this for what it is worth. I thought it was worth repeating for everyone reading this book. The ultimate goal of any safety program or process, whether it is incentive-based, performance-based, or a management-driven system, must be to create a system that embraces specific goals and objectives. We will discuss goals and objectives in more detail in Chapter 5.
A NEW MANAGEMENT SAFETY SYSTEM BEGINS TO EMERGE
As the change process continues, personal successes become more apparent. Incidents will decrease and attitudes will become more positive. This is where more employees begin to understand the change. Observable behaviors indicate a change in the norms. Employee participation in safety increases. Companies begin to move from a reactive to a proactive state, with increasing enthusiasm for safety. One important thing to remember is that management needs to be aware that newly developed safety management systems are fragile and can be damaged easily. Step out of line one time and you will have to prove yourself again [1]. I am reminded of Stephen Covey and his emotional bank [1]. Basically what he said is that if you keep taking emotions out of the bank and never put them back in, your bank account becomes unbalanced. This is like the checkbook with all of your money--if you do not reconcile your checking account, you could be losing money. Constant attention is needed to make sure that the right values (not priorities) are being promoted and demonstrated. As this new way of thinking and acting about safety takes hold, stronger roots form. If nurtured with positive emotions, the safety management system expands, matures, and will outlive many
Defining a Value System
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changes, good and bad. All employees and the organization start to become a fixed asset of the organization. The system will begin to sustain itself.
SAFETY CLIMATE (CULTURE) DEFINED Although climate is difficult to define, it is easy to see and feel. According to Petersen, "Probably the best definition I've ever heard on culture came from a worker I interviewed who stated, 'Culture is the way it is around here.' It's the unwritten rules of the ballgame that the organization is playing. Culture is what everybody knows, and therefore it does not have to be stated or written down" [3, 4]. Safety climate reflects if safety is perceived by all employees to be a "key value" in the organization. The terms "climate" and "culture" are both used here [3, 4]. The question is: has a safety climate (culture) been created that is conducive to adopting safe work attitudes and habits [3, 4]? The concept of culture became a very popular management subject in the early 1980s, because of the popularity of a book written by Peters and Waterman, In Search of Excellence. That book described what it was that accounted for the economic success of a number of companies. Other books followed, delving into the concept [3, 4]. The concept of culture had been around long before In Search of Excellence was published. Dr. Rensis Likert wrote a book called The Human Organization, where he described his research on "trying to" understand the difference in "styles" of different companies, and how these "styles" affected the bottom line. Dr. Likert coined the term "Organizational Climate." We now call it culture [3, 4]. According to Petersen, Likert believed that participative management was the best kind, and the most likely to produce results. Some of his contemporary management thinkers criticized him for flatly assuming that group discussion was the only path to good decision-making and thereby abandoning or ignoring the search for better techniques of problem solving or decision-making [2]. Likert not only researched climate; he also defined it as being excellent in ten areas: 9 Confidence and trust 9 Interest in the subordinate's future
30
Developing an Effective Safety Culture: A Leadership Approach
* Understanding of and the desire to help overcome problems 9 Training and helping the subordinate to perform better 9 Teaching subordinates how to solve problems rather than giving the answers 9 Giving support by making available the required physical resources 9 Communicating information that the subordinate must know to do the job as well as information needed to identify more with the operation 9 Seeking out and attempting to use ideas and opinions 9 Approachability 9 Crediting and recognizing accomplishments [3, 4] Likert invented a way to measure climate with a forced choice questionnaire that he administered to employees to find out their perception of how good the company is in the ten areas. He later took the perception survey results and ran correlation studies with things like profitability, return on investment, growth, and other bottom-line figures, invariably coming up with extremely high positive correlation. Apparently, climate determines results [3, 4]. We will discuss employee safety perception and how it will affect the operation in more detail in Chapter 17. Likert's research method was based on detailed questionnaires, asking employees a series of questions about their supervisors. He then drew up a profile of each supervisor/manager in light of how they were viewed by the employees [2]. Management is by fear and coercion, where communication is top-down, decision-making is done at the top with no shared communication, and management and employees are psychologically far apart. 9 B e n e v o l e n t a u t h o r i t a r i a n . Management is by carrot rather than stick, but employees are still subservient; such information that flows upward is mainly what the manager is thought to want to hear, and policy decisions are taken at the top, with only minor ones delegated to a lower level. 9 C o n s u l t a t i v e . Management uses both carrot and stick and does try to talk to employees; communication flows both ways, but is still somewhat limited upward; important decisions are still taken top down. 9 P a r t i c i p a t i v e . Management provides economic rewards and is concerned to get employees involved in groups capable of making decisions; it sets challenging goals and works closely with employees to encourage high performance. Communication flows easily in both
9 Exploitative
authoritarian.
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31
directions and sideways to peers; management and employees are psychologically close. Decision-making is done through participative processes; work groups are integrated into the formal structure of the organization by creating a series of overlapping groups, each linked to the rest of the organization by a "linking pin," preferably a team leader or departmental manager, who will be a member of both group and management [2]. As culture (climate) became a popular management subject in the 1980s, top management began to look at their organizations and consider ways to "improve their culture." In many organizations, you would find new posters on the walls describing their culture. We know today that if the management of a company must write it down and make a poster of it, they are not describing their culture; they are describing what they want to see. What does it mean when the poster gets outdated, dirty, or worn out? Does this mean that the culture has suffered the same symptoms? How many cases of this do you see? The lesson here is that posters do not constitute a safety culture. Nobody needs the culture to be described to them. Everybody knows what it "is like around here" [3, 4].
AUDITS Before we begin our journey, let discuss one more misunderstood concept: audits. How many "audits" have you performed? What does the word audit mean? Typically, it means that you have to find something wrong. In one author's opinion, this is the case with most auditors. We need to get over this attitude and stop looking for all the "bad" things that have happened. We encourage you to look at "audit" as a "conformance appraisal," which means looking at your management system to see how it conforms to your expectations. This will help you to keep a positive focus on conformance to practices and procedures of the management system and/or program requirements. We continually need to understand how to focus on the positive aspects of safety.
SUMMARY One thing that we often forget that is as important as, if not more important than, employee behaviors is management behaviors. If man-
32
Developing an Effective Safety Culture: A Leadership Approach
agement is trying to create or improve the safety management system, they need to make sure that they demonstrate the same behaviors they expect from their employees. Employees are watching management carefully during any process change. If management's personal behavior is not consistent with the verbal and written messages they are sending, then the process will not work, the safety culture will not be trustworthy, and the management system will fail. We will continue to discuss this subject in Chapter 4. The management system and the safety program should be evaluated to make sure that it is effective and appropriate to specific workplace conditions. The management system must be revised in a timely manner to identify and help correct infractions during a management system evaluation. It is a living process~you must continue to feed the system. One of the issues the authors struggle with is focusing on OSHA Incident Rates (OIR). In many cases, management has a tendency to focus on how well they are doing by using numbers to measure safety program success. We do not have a problem with presenting these statistics to management, but one must remember that people get hurt, not numbers. You must learn to focus on individuals (employees) as opposed to how the numbers line up. This chapter has offered various proven methods to help you to decide on an appropriate performance management system that works for your business~the value. As top management, your visible commitment to safety can make a major difference in the quality of your employees' work and personal life. You can choose among a variety of formal and informal methods and styles for achieving this impact. Demonstrate to everyone that you are vitally interested in employee safety. Do this by making yourself accessible: encourage your employees to speak up about safety, listen carefully, and then follow through. Set a good example: follow the rules, make time to carry out your safety responsibilities, and insist that all managers and supervisors do the same. Make sure everyone understands that you are in charge of a business where safety will not be compromised and where hazard awareness and safe work practices are expected of everyone, including on-site contractors and their employees.
REFERENCES 1. Covey, Stephen R., The 7 Habits of Highly Effective People, Fireside, Simon and Schuster, New York, 1989.
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2. Kennedy, Carol, instant Management: The Best Ideas From the People Who Have Made a Difference in How We Manage, William Morrow and Company, Inc., New York, 1991. 3. Peterson, Dan, The Challenge of Change, Creating a New Safety Culture, Implementation Guide, CoreMedia, Development, Inc., 1993, Preface. Modified with permission. 4. Peterson, Dan, The Challenge of Change, Creating a New Safety Culture, Implementation Guide, CoreMedia, Development, Inc., 1993, Implementation Guide, Safety Climate, Category 19, pp. 90-92. Modified with permission. 5. Roughton, Jim, Marcia West, "How to Get the Most out of Safety Incentives," Industrial Safety & Hygiene News, June 1999. 6. "Recordkeeping Citation could Spark Ban on Safety Incentive Games," Inside OSHA, Volume 5, No. 21, October 19, 1998. 7. "Safety Incentive Program Claims Not Supported by Evidence, OSHA Official Says," BNAC Safety Communicator, Winter 1999. 8. Secretan, Lance H. K., Reclaiming Higher Ground, McGraw-Hill, New York, 1997. 9. U.S. Department of Labor Occupational Safety and Health Administration (OSHA), Draft Proposed Safety And Health Program Rule, 29 CFR 1900.1, Docket No. Safety and Health-0027, public domain. 10. The American Heritage College Dictionary, 3rd ed., Houghton Mifflin Company, 1993.