Leadership and Sharing Values. Does your Behaviour Demonstrate your Commitment to Safety?
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Transcript of Leadership and Sharing Values. Does your Behaviour Demonstrate your Commitment to Safety?
SPE HSE Stavanger, June 2000
Leadership and Sharing Values.Does your Behaviour Demonstrate
your Commitment to Safety?
Professor Rhona FlinIndustrial Psychology Group
University of Aberdeen
Flin, SPE HSE Stavanger, June 2000
HIGH RELIABILITY ORGANISATIONS
Flin, SPE HSE Stavanger, June 2000
ORGANISATIONAL SAFETY
In High Reliability Organisations:
70 - 80% of accident causation = human (non-technical) factors
Flin, SPE HSE Stavanger, June 2000
ORGANISATIONAL SAFETY
HUMANFACTORSCAUSES
SAFETYCULTURE
OPERATORERROR
(80%) (20%)
Flin, SPE HSE Stavanger, June 2000
?
What determines the safety culture?
Flin, SPE HSE Stavanger, June 2000
HSE, 1999
Flin, SPE HSE Stavanger, June 2000
Organisational factors associated with a safety culture (HSE, 1999)
• Senior management commitment• Management style• Visible management• Good communication between all levels of
employee [management action]• A balance of health and safety and production
goals [management prioritisation]
Flin, SPE HSE Stavanger, June 2000
NASA Medical Operations Branch
“Actions taken by ground control and management affect [astronauts’] mental health and well being as much as, or more than, the individual's psychological make up or the space environment.”(Holland, 1998)
Flin, SPE HSE Stavanger, June 2000
Herald of Free Enterprise
Flin, SPE HSE Stavanger, June 2000
Herald of Free Enterprise
• “But a full investigation into the circumstances of the disaster leads inexorably to the conclusion that the underlying or cardinal faults lay higher up in the company…….
• From top to bottom the body corporate was infected with the disease of sloppiness.”(Sheen, 1987, p14)
Flin, SPE HSE Stavanger, June 2000
Piper Alpha
Flin, SPE HSE Stavanger, June 2000
Piper Alpha
‘No amount of detailed regulations for safety improvements could make up for the way that safety is managed by operators.’
(Cullen, 1990)
Flin, SPE HSE Stavanger, June 2000
Which Managers?
• Senior Managers?• Site Managers?• Supervisors / Team Leaders?
Flin, SPE HSE Stavanger, June 2000
Which one of these Management Levelswould you focus on?
• Senior Managers?• Site Managers?• Supervisors/ Team leaders?(200 power generation managers - May 2000, Electricity Association)
Flin, SPE HSE Stavanger, June 2000
Which one of these Management Levels would you focus your attention on to achievemaximum safety impact? (200 managers)
47
11
42Senior Managers
Site Managers
Supervisors / Team Leaders
Œ
Ž
Flin, SPE HSE Stavanger, June 2000
Flin, SPE HSE Stavanger, June 2000
Organisational factors associated with a safety culture (HSE, 1999)
“Senior Management Commitment - crucial to a positive health and safety culture. It is best indicated by the proportion of resources (time, money, people) and support allocated to health and safety management and by the status given to health and safety” (p 46).
Flin, SPE HSE Stavanger, June 2000
UKCS Oil and Gas Industry ‘98
“Senior managers show a lack of commitment to health and safety” - 69% disagree
“Senior managers are genuinely concerned about H&S of the workforce - 57% agree
(Workforce Survey (Mearns, Flin et al 1998) - Aggregate data from 13 companies)
Flin, SPE HSE Stavanger, June 2000
How Do Senior Managers Get it Wrong?
• “Men Behaving Badly?”• Sending the wrong signals by their:
– language– behaviour– priorities– time allocation
Flin, SPE HSE Stavanger, June 2000
TIME
‘Time is money’ (Benjamin Franklin)so
ARE YOU MAKING TIME FOR SAFETY?To demonstrate your safety commitment
Flin, SPE HSE Stavanger, June 2000
TIME
The most valuable resource for safety
“Take your time”“Time-out for safety”
“Time to listen to safety concerns”“Time to spend at the worksite”
Flin, SPE HSE Stavanger, June 2000
Flin, SPE HSE Stavanger, June 2000
• ‘But there always seemed to be something more pressing.’
Flin, SPE HSE Stavanger, June 2000
Barings Bank
‘But there always seemed to be something more pressing.’
(Group Treasurer Barings International Bank, 1995)
Flin, SPE HSE Stavanger, June 2000
Safety Leadership
“There is no reason to suppose that leadership to improve safety is any different in principle from leadership to increase productivity or enhance job satisfaction. However, it may require a distinctive blend of behaviours because of its relatively low intrinsic interest to the workforce”.(ASCSNI, Nuclear Industry, 1993)
Flin, SPE HSE Stavanger, June 2000
Nuclear Industry: Safety Culture
‘On a personal basis, managers at the most senior level demonstrate their commitment by their attention to regular review of the processes that bear on nuclear safety, by taking direct interest in the more significant questions of nuclear safety or product quality as they arise, and by frequent citation of the importance of safety and quality in communications to staff.’
(International Atomic Energy Authority, 1997)
Flin, SPE HSE Stavanger, June 2000
Management Style of the Alpha Male?
Flin, SPE HSE Stavanger, June 2000
Management Style for Safety?
A ‘humanistic’ approach to management involving more regard by managers for individuals’ personal and work problems is likely to be effective”. (HSE, 1999)
Transformational leadership (Bass)(See paper by O’Dea on OIMs’ leadership styles this conf.)
Flin, SPE HSE Stavanger, June 2000
Managing the Safety Culture
• Safety culture is determined by perceptions of management commitment to safety
• Commitment as judged by subordinates • Necessary to measure how managers’
commitment is perceiveda) by the workforce - safety climate surveyb) by their direct reports - upward appraisal
Flin, SPE HSE Stavanger, June 2000
Safety Leadership - Shell Expro
• Workshop for 70 directors / asset managers• Upward appraisal questionnaire on safety commitment and
safety leadership style• Each manager’s views plus views of five managers below him• Confidential, personal report to each senior manager• Summary data presented to whole group• Frank discussion of whether senior managers communicate
consistent messages about safety commitment
Flin, SPE HSE Stavanger, June 2000
Safety Leadership - Shell Expro
• Reflection on their own safety attitudes, prioritisation of safety, leadership style
• Knowledge of subordinates’ perceptions• Degree of match• Degree of consistency• Positive response from managers with
actions for changing their own behaviours
Flin, SPE HSE Stavanger, June 2000
How to Share Values
• Perceptions are more influential than ‘reality’• Judged on perceived values/ priorities
• More than knowing the ‘safety script’
• Require demonstrations of commitment• Highlighted to attract attention