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What can managers do to improve safety when our people are reasonably intelligent, we have the procedures, we do the tra

What can managers do to improve safety when our people are reasonably intelligent, we have the procedures, we do the training and we have the equipment? Dr Bill Robb. Getting to zero - maintaining it?. Why do people really get hurt?. Lack of awareness Natural human fears

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What can managers do to improve safety when our people are reasonably intelligent, we have the procedures, we do the tra

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  1. What can managers do to improve safety when our people are reasonably intelligent, we have the procedures, we do the training and we have the equipment? Dr Bill Robb

  2. Getting to zero - maintaining it?

  3. Why do people really get hurt? • Lack of awareness • Natural human fears • Pressure (intentional/unintentional) from supervisors and friends • Lack of concentration – drifting off • Making mental excuses • Just don’t care

  4. What is behavioural safety? • Detailed discussion of case studies so people use their own understanding of the safest way to act then • Explore with them why we humans often don’t do what we know we should then • Convince them of what we have to do to take away those things that “make” us break the rules and our own human wisdom.

  5. How do supervisors/managers create unintentional pressure? • Shouting, swearing (even when not directed at someone) • Physical threats • Unreasonable time pressures • Asking people twice, how long they’ll be on a job • Mocking, belittling, insulting, accusing • Threatening a person’s job • By just being there

  6. Negative human fears • Afraid to be seen as lazy, slow, unprofessional • Afraid to be seen as a trouble maker • Afraid to admit that we don’t understand • Afraid to be seen as incompetent • Afraid to be seen as stupid/silly • Afraid to be seen as weak • Afraid of upsetting work mates • Afraid of being seen as unable to cope • Afraid of losing our jobs

  7. What Not To Do • Being “heavy-handed” with minor first aids • Over-training (unnecessary, too long) • Information overload • Lecturing, hectoring, demanding • Public humiliation • Performance bonus linked to safety (except for senior managers) • Unnecessary bureaucracy – reports • Looking for “silver bullets” – “magic wands”

  8. What can Managers Do? • Setting the example – doing the right thing every time • Not tolerating any – even small unsafe acts • Becoming hyper-aware yourself – see things • Never showing dissatisfaction when people stop • Doubling praise for safe working • Conducting “how-can-we-do-better?” checks • Building safety into business plans – not reactions to incidents • Encouraging more discussion/debate/thinking • Double checking time scales are reasonable • Confirming people’s understanding

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