Creating a Culture of Have to or Want To

download Creating a Culture of Have to or Want To

of 1

Transcript of Creating a Culture of Have to or Want To

  • 8/10/2019 Creating a Culture of Have to or Want To

    1/1

    96 April2014 Read BIC Magazine online on our ALL NEWwebsite: BICMagazine.com

    Why Use Dynamic Air Shelters? Value and productivity enhancement

    (i.e., time on tools)

    Portable and easy to install

    Blast & ballistic resistant

    Fire resistant

    Earthquake proof

    Hurricane proof (up to Cat 3)

    Fail safe

    Safe fail*Authorized Representative

    Turnaround Logistics offers turnkey logistic services accommodating

    manpower for projects, turnarounds and routine maintenance.

    Tents (Pole and Frame) and Clear Span Tent

    Structures with Accessories (Lighting,

    Flooring, PA Systems, Seating, HVAC, etc.)

    Logistical Planning and Coordination

    Parking Lot Management and Transportation

    Buses

    On-Site Catering and Vending

    Specialties Rentals

    Trams

    Utility Vehicles

    Turnaround Logistics has teamed up with Dynamic Air Shelters to

    become an Authorized Representative. Allow us to visit your facilities

    for a to the point presentation of Dynamic Air Shelters and services

    offered by Turnaround Logistics.

    Cool Down Huts

    Hygiene Facilities

    Ice Makers

    Temporary

    Turnstiles and

    Guard Shacks

    TIME ON TOOLS

    Savings

    1314 B Underwood Road | La Porte, Texas 77571 | (281) 478-4670 | www.turnaroundlogisticsinc.com

    FROMFROMTURN ROUNDSTURNAROUNDSTOTOROUTINE M INTEN NCEROUTINE MAINTENANCE

    THE LOGIC L CHOICE THE LOGICAL CHOICE

    Henry Ford once said, Why is it everytime I ask for a pair of hands, they

    come with a brain attached? The point intime has passed where leaders did, indeed,want their workers to hang their brain at thedoor and do as they were told. It is a different world we live in.Information is more readily available, ourattention span and working memory aredecreasing, our desire for frequent positive

    reinforcement is increasing, and studiesindicate humans respond emotionally tochange before responding logically. Withthese evolutions, the practices of the past toobtain compliance with rules, policies, pro-

    cedures and personal protective equipmentedicts will decrease in effectiveness. We desire employee accountability insafety and engagement in the efforts to

    improve it. However, without a sense ofownership and a firm understanding ofwhy the rules are in place, or why weexecute certain improvement initiatives,we might move hands and feet but rarelycapture the essential hearts and minds forsustainable progress.

    All parents have experienced their tod-dlers perpetual questioning, Why? If youronly reply is, Because I said so, what fol-lows? More questions. Humans, by nature,

    are deeply curious about all things. Weseek knowledge and want to understandthe world around us and our place withinit. When exposed to new information, ourbrains respond determining if the experi-ence is similar to previous ones or not.When it is new or unfamiliar, if not fearful,we are at minimum curious even if there isno obvious benefit to us.

    There is, however, significant benefit insafety excellence and what we ask of peo-ple to achieve it. But, if the benefits arent

    apparent and only the business rationalefor safety improvement efforts are com-municated, are we content with a culture ofmindless compliance? Surely not, for then

    there is no learning and progression in thethinking processes vital for cultural growth. Do it or else, policing for safety andbecause I said so rules may start safetyat the entrance gate; the problem with thisis safety ends at the gate, too. When indi-viduals are expected to mindlessly comply,there is no guarantee the desired behaviorwill be created or sustained in the absenceof leaders. What people do when no one islooking tests the effectiveness of edicts.

    Consider speed limit signs and the disre-garding behavior of speeding. If a speedingdriver observes a police officer on the sideof the road, what behavior typically fol-lows? They slow down. What occurs afterthe police officer is no longer visible inthe rear-view mirror? They speed back up.What happens if the speeder is pulled overand issued a ticket for the errors of theirways? Do they forever stop speeding? Or,do they drive to the nearest electronics storeand purchase a radar detector to be better at

    not getting caught?We dont want people behaving in away to just not get caught. If people dontsee such value in the rules or even requests

    to go beyond compliance in safety, increas-ing mandates and threats will have a limit-ing or even opposite effect of disinterestand disengagement. If we want employeesat all levels to see value in what we do toimprove safety, we must treat those affectedby safety improvement efforts as the cus-tomers of the initiative, not the targets.Unless, of course, you are satisfied withcreating a culture of have-to rather thanwant-to thinking.

    Shawn M. Galloway is president andchief operating officer of ProAct Safety andcoauthor of two books STEPS to SafetyCulture Excellence and the Hazardous

    Materials Management Desk Reference,3rd Edition. As a professional keynote

    speaker and internationally recognizedsafety excellence expert, he has helped hun-dreds of organizations within every majorindustry achieve and sustain excellence in

    performance and culture. Galloway is alsothe host of the highly acclaimed weekly

    podcast series, Safety Culture Excellence

    .For more information, contactGalloway at (936) 273-8700 or [email protected].

    Creating a culture of have to or want to?

    By: SHAWN M. GALLOWAY, President and COO ProAct Safety

    SUSTAINABLE SAFETY EXCELLENCE

    We desire employeeaccountability in safety

    and engagement in the

    efforts to improve it.


Building People – “Creating a Culture of Collaboration” a Culture... · Building People – “Creating a Culture of Collaboration ... “Culture Eats Strategy for Breakfast

Building People – “Creating a Culture of Collaboration” a Culture... · Building People – “Creating a Culture of Collaboration ... “Culture Eats Strategy for Breakfast

“Creating a Learning Culture”

“Creating a Learning Culture”

Creating a Social Culture

Creating a Social Culture

Creating a Service Culture

Creating a Service Culture

Creating a Culture of Creating a Culture of Work-Life ......Creating a Culture of Creating a Culture of Work-Life Flexibility: What Leaders & Staff ... global student and faculty market

Creating a Culture of Creating a Culture of Work-Life ......Creating a Culture of Creating a Culture of Work-Life Flexibility: What Leaders & Staff ... global student and faculty market

Creating the Innovation Culture · Creating the Innovation Culture: Geniuses, Champions, and Leaders An InnovationLabs White Paper • Page 3 Culture and Innovation Culture A culture

Creating the Innovation Culture · Creating the Innovation Culture: Geniuses, Champions, and Leaders An InnovationLabs White Paper • Page 3 Culture and Innovation Culture A culture

Culture of Continuous Improvement in Motorsport · Creating a culture of continuous improvement - lessons from motorsport Many companies say they want to create a "culture of continuous

Culture of Continuous Improvement in Motorsport · Creating a culture of continuous improvement - lessons from motorsport Many companies say they want to create a "culture of continuous

Creating Culture

Creating Culture

Creating Culture Innovation

Creating Culture Innovation

Creating Culture Change

Creating Culture Change

Creating a Coaching Culture

Creating a Coaching Culture

Creating An Ethical Culture

Creating An Ethical Culture

Creating a Thriving Culture

Creating a Thriving Culture

CREATING A CULTURE OF INNOVATION11/1/2017 1 CREATING A CULTURE OF INNOVATION ND Department of Transportation Office of Project Development Conference November 1, 2017 “If we want

CREATING A CULTURE OF INNOVATION11/1/2017 1 CREATING A CULTURE OF INNOVATION ND Department of Transportation Office of Project Development Conference November 1, 2017 “If we want

creating learning culture booklet

creating learning culture booklet

Creating a College Culture

Creating a College Culture

Creating Positive Culture

Creating Positive Culture

Creating Lean Culture

Creating Lean Culture

Creating an IT Culture: What You Want "IT" to Be (242335849)

Creating an IT Culture: What You Want "IT" to Be (242335849)

Deciding and Creating the Organisation Culture you Want · 2016-02-22 · Deciding and Creating the Organisation Culture you Want . ... •Politics •Internal Competition •Individual

Deciding and Creating the Organisation Culture you Want · 2016-02-22 · Deciding and Creating the Organisation Culture you Want . ... •Politics •Internal Competition •Individual