How to effectively assess and improve your safety and health program through

6. Structure of the organization: Is it burdened with many layers, levels, bureaucratic, or is it flat and streamlined. Either way, your safety management system must be designed to work within the structure. Style: Is your leadership and management style success-driven (tough-caring leadership) or fear-driven (tough controlling or tough-coercive)? You won't be able to successfully successfully sell strategies that that promote tough-caring leadership and management in companies that are fear-driven. All systems function within a corporate culture. Any given system will succeed or fail depending on the culture within which they exist. Think of organizational culture as being the same as an individual�s personality. It�s what makes the individual unique. It�s the way things are around here. The challenge: Developing an open and humane organizational culture. Cultural change will not happen unless people are ready. Think two years minimum...five years on average to make significant changes. Cultural change driven from above. It�s almost impossible to see a culture objectively if you are inside it. (Management should rely on labor..other outside observers to give them an objective perspective). Culture is what people do and what their actions mean to them. Culture is the ideas, interests, accepted behaviors, values and attitudes shared by a group. It is the background, skills, traditions, stories, communications and decision processes, myths, fears, hopes, aspirations, and expectations experienced by you and your people. Your organization�s culture is how people feel about about doing a good job and what makes equipment and people work together in harmony. It is the glue that holds, the oil that lubricates. It is history expressed to the present. (Barry Phegan, Ph.D., Developing Your Company Culture. Structure of the organization: Is it burdened with many layers, levels, bureaucratic, or is it flat and streamlined. Either way, your safety management system must be designed to work within the structure. Style: Is your leadership and management style success-driven (tough-caring leadership) or fear-driven (tough controlling or tough-coercive)? You won't be able to successfully successfully sell strategies that that promote tough-caring leadership and management in companies that are fear-driven. All systems function within a corporate culture. Any given system will succeed or fail depending on the culture within which they exist. Think of organizational culture as being the same as an individual�s personality. It�s what makes the individual unique. It�s the way things are around here. The challenge: Developing an open and humane organizational culture. Cultural change will not happen unless people are ready. Think two years minimum...five years on average to make significant changes. Cultural change driven from above. It�s almost impossible to see a culture objectively if you are inside it. (Management should rely on labor..other outside observers to give them an objective perspective). Culture is what people do and what their actions mean to them. Culture is the ideas, interests, accepted behaviors, values and attitudes shared by a group. It is the background, skills, traditions, stories, communications and decision processes, myths, fears, hopes, aspirations, and expectations experienced by you and your people. Your organization�s culture is how people feel about about doing a good job and what makes equipment and people work together in harmony. It is the glue that holds, the oil that lubricates. It is history expressed to the present. (Barry Phegan, Ph.D., Developing Your Company Culture.

8. * A system is a group of interrelated processes with a common purpose. * All safety "programs" are systems. Think of programs as systems. Semantics. * Each system includes more than one process. * Each system includes inputs, processes, and outputs. * Inputs act as antecedents/activators. * Process includes steps/events and behaviors/performance. * Outputs include results... products/service quantity/quality/safety. * Each process within a system includes inputs, the process itself, and outputs. * All process outputs support the system's purpose. * There are possibly many levels of process in a system...like an onion. * Inputs design process and influence outputs. * Behaviors/performance within each process is initially set in motion by inputs. * Behaviors/performance is sustained by consequences. * A system is a group of interrelated processes with a common purpose. * All safety "programs" are systems. Think of programs as systems. Semantics. * Each system includes more than one process. * Each system includes inputs, processes, and outputs. * Inputs act as antecedents/activators. * Process includes steps/events and behaviors/performance. * Outputs include results... products/service quantity/quality/safety. * Each process within a system includes inputs, the process itself, and outputs. * All process outputs support the system's purpose. * There are possibly many levels of process in a system...like an onion. * Inputs design process and influence outputs. * Behaviors/performance within each process is initially set in motion by inputs. * Behaviors/performance is sustained by consequences.

10. Sick systems do not move forward with a common purpose. They flounder. The lack of effective inputs, effective processes, poor quality of product, service, results all indicate a sick system. Symptoms of a sick system are manifested in a multitude of workplace conditions (states of being) or behaviors (actions) ...defects in the system. If we treat only the conditions and behaviors...symptoms of the sickness...the same conditions and behaviors will surface...just like a rash...unless the control measure is continually effective. Getting after the underlying causes means we have to discover and correct, improve, develop, implement system fixes...the inputs and processes...and the consequences...the system. System Matrix. Don�t let the System Failure Matrix scare you. All it is�is a way to systematically audit (1) resources, (2) the design of programs, and (3) their implementation Inadequate resource may result in less than adequate design and/or implementation. Even if you do have adequate resources, some combination of inadequate design or implementation may result in system failure. If you have adequate resources and adequate design, failure to effectively implement the program may result in system failure. Inadequate implementation of the system you�re currently evaluating may mean that there is a some sort of failure in one or more of the other subsystems within the safety management system programs. The outputs of other subsystems may be thought of as inputs to the subsystem your currently evaluating. Sick systems do not move forward with a common purpose. They flounder. The lack of effective inputs, effective processes, poor quality of product, service, results all indicate a sick system. Symptoms of a sick system are manifested in a multitude of workplace conditions (states of being) or behaviors (actions) ...defects in the system. If we treat only the conditions and behaviors...symptoms of the sickness...the same conditions and behaviors will surface...just like a rash...unless the control measure is continually effective. Getting after the underlying causes means we have to discover and correct, improve, develop, implement system fixes...the inputs and processes...and the consequences...the system. System Matrix. Don�t let the System Failure Matrix scare you. All it is�is a way to systematically audit (1) resources, (2) the design of programs, and (3) their implementation Inadequate resource may result in less than adequate design and/or implementation. Even if you do have adequate resources, some combination of inadequate design or implementation may result in system failure. If you have adequate resources and adequate design, failure to effectively implement the program may result in system failure. Inadequate implementation of the system you�re currently evaluating may mean that there is a some sort of failure in one or more of the other subsystems within the safety management system programs. The outputs of other subsystems may be thought of as inputs to the subsystem your currently evaluating.