How Safety Culture Workshops ‘Work’ Barry Kirwan EUROCONTROL.
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Transcript of How Safety Culture Workshops ‘Work’ Barry Kirwan EUROCONTROL.
![Page 1: How Safety Culture Workshops ‘Work’ Barry Kirwan EUROCONTROL.](https://reader036.fdocuments.us/reader036/viewer/2022062322/5697c0191a28abf838cce3be/html5/thumbnails/1.jpg)
How Safety Culture Workshops ‘Work’
Barry Kirwan
EUROCONTROL
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Safety Culture Workshops
Why do we need them?Why do we need them?How do they work?How do they work?What do they deliver?What do they deliver?
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Analysing the Issues
Prioritising the Issues
Identifying Solutions
Understandingthe Issues
During the workshop
ANSP input
Ph
ase
2
Improvement Strategy After the workshopP 3
Questionnaire Analysis
Identify Key Issues
Ph
ase
1 Before the workshops
Safety Culture Improvement Process
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SAFETY CULTURE
ELEMENTS
Risk Awareness
Commitment
Learning &Trust
Responsibility
Teamwork
Communications& Involvement
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Do the results really mean what we think they mean?
Is our question set so smart it doesn’t miss anything?
What can be done about the issues?
Why we need workshops - 1
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Why we need workshops - 2
There are different ‘shades’ to the issues – externally we see them as ‘black and white’, but if you live in the organisation they are subtly coloured.
What might seem an easy solution for us, may be fantasy for them
They have the right to express their safety concerns in their own words, and we must listen and capture it all
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Three workshop types
Management
Controllers/Engineers
Support Staff
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Logistics
Management meeting first
Middle-Mgmt meeting 2nd
4 x ATCO/Eng
Min 4 people, max 10 (mgmt/support)
3 hours maximum, one break
No person in >1 workshop
Interviews for context, but ‘weighted’ less
2-3 facilitators (3 optimum)
Spread over 3-4 days (not longer)
Issue analysis prior to workshops
Heavy workload, evening processing
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Questionnaire Interpretation
NegativeNegative Neutral Neutral PositivePositive
AverageAverage
IssuesIssues Getting it rightGetting it right
11 55
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Facilitation Aspects
Putting people at ease
Assuring and ensuring confidentiality
All opinions are equal
Asking questions neutrally
No echoes
No pollution
Ensuring participation, avoiding domination
Controlling ‘pressure’ (steam venting)
Staying with the issue vs. following new ones
Ensuring comprehension
Maintaining pace
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Where you end up…
1. Leads to a report and presentations back to Management & Staff
2. In the report somewhere around 20+ actions are defined
3. In the ANSP’s Action Plan, responsibilities and timelines are agreed for dealing with actions