Aff i Safety

Affective
S f
Management
M

Presented by:
y Waluyo
y
Direktur Umum PT Pertamina

Safety Leadership and Learning

All workforces have a huge amount to
contribute because they are expert.
You get the safety culture that you
demonstrate you want with your actions,
not the one you say you want
want.
You need to demonstrate your
commitment
it
t by
b walking
lki th
the flfloor and
d
focusing on, and discussing, safety.

Safety Culture and Behavior

You wont improve
p
things
g by
y trying
y g to g
get p
people
p to
try harder in the medium to long term-you have to
change things.
The
Th smaller
ll b
bottom
tt
off H
Heinrichs
i i h T
Triangle,
i
l th
the
smaller the top of the triangle as fewer unsafe
behaviors means fewer accidents.
Stopping just one unsafe behavior in a behavioral
chain will stop the accident.
If you get past the critical level (or tipping point)
then safe behavior becomes the norms- and
norms are more important than we think.

Safety Culture and Psychology

Theres
There s being clever and theres
there s being
able to apply that cleverness effectively.
They are not the same thing
thing.
You are what you do, not what you think
you are deep down
down.

Human Factors and Safety

Behavior
Behavioral approaches support and enhance
other processes but are not a magic bullet.
Good behavioral approaches are about
analysis not blame.
As such,
such a good behavioral approach can
enhance any culture improvement approach
regardless of a company
companys
s starting point
point.
As ever, management commitment is the key
to success
success.

Behavioral Safety
Anything that seeks to focus systematically
on reducing unsafe behavior is a behavioral
approach.
Because the focus in on peoples behavior it
can backfire if done clumsily.
The more complicated approaches can be
more effective as they utilize more tools.
But
B t that,
th t off course, makes
k them
th
more difficult
diffi lt
to implement and requires more management
commitment.
commitment

Application of Affective Safety

Management
Change is inevitable and essential for an
improvement in safety culture. Companies
have to manage it and ideally learn to
embrace it.
Safety needs to be a core values
values-not
not this
years priority.

Root Cause Analysis and Just

C l
Culture

Human factor is inevitable and we need proactively to look to predict

it and manage it.
it
If an unsafe behavior has a soon, certain and positive
consequences, people will be tempted to cut corners.
p
to cut corners-where employees
p y
CAN act
With these temptations
safely but its inconvenient or uncomfortable-its just a questions of
how many people will give in and how often. So again we need to
proactively predict it and manage it.
If you can ask meaningfully ask the questions why
why about an
incident or behavior at any time, but fail to ask it, any action you
undertake may well be addressing a symptom and not a root cause.
The questions whats show, uncomfortable or inconvenient about
doing thing this job safely
safely is pretty much what corners do you cut
when Im not about?. but with better answers and less negative
impact.

Workforce involvement
People who are given genuine choice and involvement are far
more involved
i
l d and
d committed
itt d tto anything
thi you wantt th
them tto
do.
People often shift an attitude to match their behavior, so if you
can facilitate an improvement in safe behavior-even
behavior even if lt
ltss just
one or two things-youve made a start.
Lead measures predict the likelihood of an event.
It
Itss better to measure the process not the outcome.
Measuring front line behavior is the very best lead measure
Monitoring the quality of behavioral analysis is perhaps the
best measure of the p
processes we advocate here.

Typical difficulties with safety

L d hi P
Leadership
Processes
ASM
Ask the right questions
At the right time
Of the right people
In the right way
way.

Action: plan, do, monitor, review.

Coaching
Coaching styles that are appropriate and
in context work best.
Always be positive rather than critical
critical.
The effective use of praise is a key skills.

Presentation Skills

Listening Skills

Its vital to check the meaning of something as well as the details

the majority of a message is in the voice tone and body language
language.
Use paraphrasing and yes/no questions to close down the ring on
people whoa are using vague language.
y what you
y mean and mean what you
y say.
y Problems dont go
g
Say
away just because they are avoided.
Not being assertive always backfires in the long run.
You can describe emotions, but you cant show it.
S yes when
Say
h you yes and
d say no when
h you mean no.
Critizise in private and praise in public.
Use broken record and paraphrasing techniques to stop waffle.
If you get in your middle
middle bubble
bubble and stay there
there, every technique in
this book will come naturally to you.