People + Occupational Safety and Health system = Conflict?

1. People + Occupational Safety and Health system = Conflict? PREVEXPO 08 Huelva, Spain, 24 - 26 September 2008 Alexandre de Faria The Quality Performance Company A member of GOAL and the SevenPlus Network Europe Quality Performance www.quality-performance.eu

2. Valores mencionados • Cultura de la Prevención (tambien en educación) • Dialogo Social • Ambiente Saludable en el Trabajo • Buenas Relaciones Laborables; Derechos Sociales • Mejoras Continuas • Responsabilidad Social • Consciencia de Prevención y Salud Laboral • Motivación Quality Performance www.quality-performance.eu

3. Valores mencionados (cont.) • Los Valores no son sólo el título de una Reunión. • Translacion de valores, legislacion y procedimientos en el trabajo diario • Intercambio de Información y Experiencias entre Instituciones • Participación Efectiva de los Trabajadores • Participacion en el Diseño de las Politicas • Mantenimiento del Esfuerzo en el Tiempo Quality Performance www.quality-performance.eu

4. Key questions raised • How to translate values, legislation, procedures into daily work practice? • How to motivate enterprise leaders to reduce costs by having fewer accidents? • How to ensure that all parties share the same values to the same degree? • How to make participation effective? • How to preventive culture and continuous improvement into daily work practice? Quality Performance www.quality-performance.eu

5. I. INTRODUCTIONA QUALITY SYSTEM • People create systems; they are the owners of those systems • A system does not control its people • People can improve their system — if, how, and when they want to…! Quality Performance www.quality-performance.eu

6. LESSONS LEARNED • Importance of leadership: inspiring, visible and committed at all levels • The strongest link: approaches to policy, strategy, people, resources, processes… • The weakest link: leadership and management in the daily application of these approaches – – People do not always believe and value organisations’ approaches to policy, etc... Quality Performance www.quality-performance.eu

7. A SIMPLE QUALITY SYSTEM PEOPLE - OSH PROCESSES - OSH RESULTS - SOCIETY OSH PROCESSES PEOPLE OSH RESULTS SOCIETY Quality Performance www.quality-performance.eu

8. 5 - LEVEL ALIGNMENT PEOPLE • IDENTITY • BELIEFS AND VALUES • CAPABILITIES AND SKILLS • BEHAVIOUR, ACTION • WORK ENVIRONMENT Quality Performance www.quality-performance.eu

9. 5 - LEVEL ALIGNMENT ORGANISATION • PURPOSE (VISION AND MISSION) • ORGANISATIONAL CULTURE AND VALUES • ENABLERS: APPROACH TO LEADERSHIP, POLICY, STRATEGY, PEOPLE, RESOURCES, PARTNERSHIPS, PROCESSES / PROCEDURES • ENABLERS’ APPLICATION IN DAILY PRACTICE • ENVIRONMENT: larger system in which it operates. Quality Performance www.quality-performance.eu

10. PERSON Identity Beliefs and values Capabilities, skills Behaviour / action Work environment: relational, physical ORGANISATION Purpose (vision and mission) Organisational culture, values Enablers’ approaches Enablers in daily practice Environment - larger system in which it operates. 5 - LEVEL ALIGNMENT PEOPLE AND ORGANISATION Quality Performance www.quality-performance.eu

11. III. INTRODUCING A CHANGE EXAMPLE:OCCUPATIONAL SAFETY AND HEALTH (OSH) • What does it mean … for you… personally? • What does it mean … for your organisation? • Will there be a misalignment between them? • At which of the 5 level(s) ? Quality Performance www.quality-performance.eu

12. ORGANISATION TODAY Purpose (vision and mission) Org. culture and values Enablers’ approach Enablers application in daily practice Environment - larger system ORGANISATION 2010 Purpose (vision and mission) Org. valuesinclude OSH OSH in Enablers OSH application in daily practice Environment - OSH in the larger system ORGANISATIONAL CHANGE Quality Performance www.quality-performance.eu

13. YOU TODAY Identity Beliefs and values Capabilities and skills Behaviour / action Env. relational, physical ORGANISATION 2010 Purpose (vision and mission) Org. values include OSH OSH in Enablers OSH application in practice Environment -OSH in the larger system YOU AND ORGANISATIONAL CHANGE Quality Performance www.quality-performance.eu

14. Quality Performance www.quality-performance.eu

15. LEADERSHIP and LEARNING FOR SUSTAINABLE CHANGE • You learnt to be excellent in the past — didn’t you ? • You can do it again… and again… and again — can’t you ? Quality Performance www.quality-performance.eu

16. THE LEARNING PROCESS • Unconscious incompetence • Conscious incompetence • Conscious competence • Unconscious competence Quality Performance www.quality-performance.eu

17. LEADERSHIP + SOCIAL CENTRE OF GRAVITY • how can leaders change their attitude / behaviour in order to reflect new OSH values, objectives, processes ? • how can leaders inspire others? How can they motivate people to become consciously and unconsciously competent in OSH matters? • How can their communication about OSH be effective in producing the desired behaviour / action from others? Quality Performance www.quality-performance.eu

18. HOW TO MOTIVATE PEOPLE TO LEARN AND CHANGE • Know your people - know their thinking and learning styles • Accept each person’s own mental model - psychological map - of the world and of your organisation • Motivate people in the style they prefer — address their motivation and working traits (not yours!) Quality Performance www.quality-performance.eu

19. THE OSH JOURNEY STARTS WITH ONE STEP… … a scan of your organisation to identify the changes that will ensure sustainable OSH improvement … at ALL of the 5 levels ! Quality Performance www.quality-performance.eu