Post on 31-Dec-2015
Mutual Respect
Collaboration Trust
Autonomy and Job Control
WHS in management decision making
Healthy, safe and respectful workplace
© 15 April 2015
ASET ProcessBlewett and Shaw, 1995
‘Targets’ are outcome measures of WHS performance
Ask - why do these occur? Conduct an incident investigation.
Targeteg incidents, near-misses, lost time injuries,making errors…
© 15 April 2015
Exposure Target
eg state of equipment, conditions in the workplace, behaviour
eg incidents, near-misses, lost time injuries
‘Exposures’ are the immediate antecedents of incidents. To reduce incidents, reduce exposures - take them out of the workplace or minimise them - eg,
work fewer hours. But is this the whole story?
Exposure Targeteg hours of work & fatigue, state of equipment, conditions in the workplace, behaviour…
eg incidents, near-misses, lost time injuries,making errors…
ASET ProcessBlewett and Shaw, 1995
© 15 April 2015
‘Systems’ are the immediate antecedents of exposures. The nature of systems will lead to particular exposures
being present in the workplace.
ASET ProcessBlewett and Shaw, 1995
Systems Exposure Targeteg roster design, training, purchasing policy, hazard management, recruitment procedures, information systems…
eg hours of work & fatigue, state of equipment, conditions in the workplace, behaviour…
eg incidents, near-misses, lost time injuries,making errors…
© 15 April 2015
Atmosphere Systems Exposure Targeteg our reason for being and how we go about achieving that, our vision, values, common goals…
eg roster design, training, purchasing policy, hazard management, recruitment procedures, information systems…
eg hours of work & fatigue, state of equipment, conditions in the workplace, behaviour…
eg incidents, near-misses, lost time injuries,making errors…
The culture of an organisation determines the nature of management systems.
The ASET Process explains how incidents occur. It’s used for planning and developing positive performance measures.
ASET ProcessBlewett and Shaw, 1995
© 15 April 2015
Six principles of influence
1. Authority
2. Likeability
3. Reciprocity
4. Consistency
5. Consensus
6. Scarcity Cialdini, R. B. (2001). Influence: Science and practice (4th ed.).
Boston: Allyn & Bacon.
© 15 April 2015
Platinum Rule 1Remember you are working with people Don’t exhaust them
People aren’t machines
Treat them with dignity and respect
© 15 April 2015
Platinum Rule 2
Listen to and talk to your people Be inclusive
Do it often
Value and develop people skills in HSRs, supervisors and managers
© 15 April 2015
Platinum Rule 3
Fix things promptly
Don’t let issues fester
Keep people informed of progress
Don’t let them think things only happen in the land where pigs fly
© 15 April 2015
Platinum Rule 4
Make sure your paperwork is worth having
Keep it current
Make sure it’s meaningful
© 15 April 2015
Platinum Rule 6
Encourage people to give you bad news
– Canaries are the most important workers in a mine
© 15 April 2015
Platinum Rule 7
Fix your workplace first
Before even thinking about the bells and whistles!
© 15 April 2015
Platinum Rule 8
Measure and monitor risks that people are exposed to
Don’t just react to incidents: fix things before they happen. Control risks at their source.
© 15 April 2015
Platinum Rule 9
Keep checking that what you are doing is working effectively Are you achieving what you think you are?
Do you know where you are in OHS?
© 15 April 2015
The only way to make a workplace healthy and safe
is to make it healthy and safethere is
no substitute for action!
© 15 April 2015
Using the Model
• Organisational self-reflection
• Participative organisational review
• Participatively develop improvement strategies and interventions
• Participative evaluation of organisational change
© 15 April 2015
Keep in mind…
have the serenity to accept the things you cannot change
the courage to change the things you can…
and the wisdom to know the difference… that is - work on common ground and work together to shift the boundaries
to expand common ground
with apologies to St Augustine
The way we work© 15 April 2015
Key questions
1. What evidence do I have that what I want to do will be effective in building respect?
2. How do I know that people won’t be injured or made ill by what I want to do?
© 15 April 2015
Key questions
3. Will what I want to do build dignity and respect in my workplace?
4. Will it increase autonomy and control in my workplace?
5. Will it encourage effective participation and collaboration?
© 15 April 2015
Key questions
6. Will what I want to do eliminate risk and prevent hazards?
7. Will it focus on action where we can make a difference - or is it cleaning up afterwards?
© 15 April 2015
Verna BlewettAdjunct Associate Professor Work Health and SafetyAppleton Institute, CQUniversity Australia44 Greenhill RoadWayville SA 5034v.blewett@cqu.edu.au0402 990 066
Acknowledgements
• NSW Department of Trade and Investment for the use of the 10 Platinum Rules
• Thanks to the CRC for Rail Innovation (established and supported under the Australian Government's Cooperative Research Centres program) for the funding of this research. Project No. R2.101: Keeping Rail on Track.