how do workers know how to work safely? - iosh...how do workers know how to work safely?...
TRANSCRIPT
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How do workers know how
to work safely?Communication and knowledge flow
in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
-
Papers and Articles
• Occupational safety and health and smaller
organisations: research challenges and
opportunities (2016) PPHS (Policy and Practice
in Health and Safety) http://dx.doi.org/10.1080/14773996.2016.1239357
• Interdisciplinary research for occupational safety
and health knowledge, PPHS (Policy and
Practice in Health and Safety), http://dx.doi.org/10.1080/14773996.2016.1235832
• Ethnographic methodologies for construction
research: knowing, practice and interventions,
Building Research & Information, 2010
• The safe hand: Gels, water, gloves and the
materiality of tactile knowing, Journal of Material
Culture, 2014
• SME–micro Engagement with Occupational
Safety and Health (OSH) – The Role of the
Owner-Manager, Proc International Conference
cib W099 - Achieving sustainable construction
health and safety, 2014, Lund, Sweden, 978-91-
7623-005-3, pp. 503-514
• Health and safety knowledge in complex
networked organisations: training the chain, Proc
International Conference cib W099 - Achieving
sustainable construction health and safety, 2014,
Lund, Sweden, 978-91-7623-005-3, pp. 50-62
• Adaptation Strategies, IOSH Magazine 2016
Books and Reports
• (2016), Occupational Safety and Health in
Networked Organisations, Institution of
Occupational Safety and health (IOSH),
176pp.- www.iosh.co.uk/networkedsystems
• (2015 in press), Engagement of micro, small
and medium-sized enterprises in occupational
safety and health, Institution of Occupational
Safety and health (IOSH), 113pp. -www.iosh.co.uk/engagingmicrosandsmes
• Health and Safety in a Changing World,
R Dingwall, S Frost - 2016
• Health and safety knowledge in networked
organisations, in Health and Safety in a
Changing World, Dingwall, R (ed), pp.85-100,
Ch 4, ISBN 978-1138225213
• Engagement of smaller organisations in
occupational safety and health, pp. 101-114,
Ch 5, in Health and Safety in a Changing
World, Dingwall, R (ed), ISBN 978-
1138225213
• Ethnographic research in the construction
industry, S Pink, D Tutt, A Dainty - 2012 -
books.google.com
http://dx.doi.org/10.1080/14773996.2016.1239357http://dx.doi.org/10.1080/14773996.2016.1235832http://www.iosh.co.uk/networkedsystemshttp://www.iosh.co.uk/engagingmicrosandsmes
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An interdisciplinary approach to OSH
knowledge flow in networked
organisations
Our Names
www.news.thomasnet.com – www.epuap.org - www.ppconstructionsafety.com
H&S
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SMEs and Micro Organisations
engagement with OSH
Our Names
www.news.thomasnet.com – www.epuap.org - www.ppconstructionsafety.com
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¿Project KnowHow?
¿Project KnowHow?
-
How do workers know how to work safely?Communication and knowledge flow in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
Who did the
research?
¿Project KnowHow?
-
Our Multi-disciplinary Research Team
Civil & Building Engineering (Construction OSH)
Alistair Gibb; Andy Dainty; Phil Bust; Wendy Jones; James Pinder;
Aoife Finneran; Elaine Yolande Gosling
Design School (Ergonomics / Human Factors)
Roger Haslam; Patrick Waterson; Mike Fray,
Business School (Psychologists)
Alistair Cheyne; Ruth Hartley; Jane Glover
Social Sciences (Ethnographers)
Sarah Pinknow RMIT; Jennie Morgan
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How do workers know how to work safely?Communication and knowledge flow in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
How did we do the
research?
¿Project KnowHow?
-
Fieldwork – Methodology
Findings
Interview-based
Studies
Cross-sectorial
Approach
Ethnographic
Studies
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How do workers know how to work safely?Communication and knowledge flow in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
What did we find?
¿Project KnowHow?
-
How do workers know how to work safely?Communication and knowledge flow in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
How do people turn
information into active
knowledge?
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The challenge:
PERSONALh
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¿Project KnowHow?
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Person-Centric
OSH
Knowledge
(P-COK)
Flow Model
Mixed methods:
Human & Organisational Factors
and Ethnography
http://cdn.vectorstock.com/
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©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
-
©Gibb et al Loughborough University 2013
Employer Source
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH inputChannelref C-HIP Conzola & Wogalter, 2001
-
©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
-
©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
-
©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
-
©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
-
©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
. Skip Detail
-
©Gibb et al Loughborough University 2013
Employer Source
Channel
Enactment
Translation to Create
Knowledge
Additional
explicit
input
Additional
tacit,
subliminal
input &
influence
Membrane
Situational filter
Individual filter
Task-specific
OSH input
. Skip Detail
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Direct OSH input e.g. from the Client or
Design Team (CDM)
(maybe directed to lower managers)
Government Policy
Reports etc
HSE (High Level) Policy Docs
Industry OSH culture
What the competitors are
doing
UK Contractors Group or
equivalent Life philosophy /
religion etc
Family situation/background
Recent high-profile
incidents
Previous Educational /
Training inputs
Enactment
Explicit external
input
Tacit/subliminal
input/influence
Legal advice (e.g. corporate
manslaughter)
Social & industry network
contacts
Main task inputPrincipal Contractor
Main Board Director
responsible for OSH
-
SubContractor
Front-line Workers (Site-based)
©Loughborough University 2013
Main task input
Enactment
Explicit external inputTacit/subliminal
input/influence
Direct OSH input from Supervisor
Industry OSH culture
Life philosophy /
religion etc
Family situation /
background
Historical Educational/Training inputs
Social & industry network contacts (mates)
Project OSH culture
Co-worker
example
CSCS TrainingThis project induction/orientation
Recent project inductionsThis project campaigns
Witnessing
accidents
Toolbox talks
Accident claims solicitors ads
Accident insurances ads
National campaigns (esp TV/newspaper)
Trades Union RepsTrades Union Magazines etc
Company stand downs re incidentsSuppliers/manufacturers instructions
Older workers guidance/advice
Safety officer / OH professional
Own Medical Practitioner
Trade associations
Employment agency (if agency worker)
General media coverage / documentaries etc
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The challenge:
ORGANISATIONALhttp
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¿Project KnowHow?
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The challenge:
NETWORKS
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PC Main Board Director
responsible for OSH
PC Senior Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-based)
Supplier
PC Contracts
(HQ or region-
based)
SC Main Board
Director (OSH)
Supplier Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate Line Manager(s)
(Project-based)
Primary Explicit OSH ‘Knowledge’ Flow
Networked Organisation
(Construction)Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
. Skip Detail
-
Primary Explicit OSH ‘Knowledge’ Flow
Networked Organisation
(Construction)
PC Main Board Director
responsible for OSH
PC Senior Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
SC Main Board
Director (OSH)
Supplier
Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate Line Manager(s)
(Project-based)
-
Principal Contractor
Head/Regional Office
Network
PC Main Board Director
responsible for OSH
PC Senior Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
SC Main Board
Director (OSH)
Supplier
Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate Line Manager(s)
(Project-based)
-
Principal Contractor
Project-level Network
PC Main Board Director
responsible for OSH
PC Senior Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
SC Main Board
Director (OSH)
Supplier
Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate Line Manager(s)
(Project-based)
-
Subcontractor
Sub-Network
PC Main Board Director
responsible for OSH
PC Senior Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
SC Main Board
Director (OSH)
Supplier
Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate Line Manager(s)
(Project-based)
-
Supplier Sub-Network
PC Main Board Director
responsible for OSH
PC Senior Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
SC Main Board
Director (OSH)
Supplier
Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate Line Manager(s)
(Project-based)
-
Site-based
Network
PC Main Board Director
responsible for OSH
PC Senior
Line Manager
(Project-based)
PC Regional
Line Manager
SC Supervisor
(Project Site-based)
SC Front-line Workers
SC Line Manager
(Region or HQ)
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
SC Main Board
Director (OSH)
Supplier
Main
Board
Supplier OSH
Advisor
Possible additional
PC Intermediate
Line Manager(s)
(Project-based)
-
Site-based
Network
Subcontractor
Sub-Network
Supplier Sub-Network
PC Main Board Director
responsible for OSH
PC Regional
Line Manager
SC Front-line Workers
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Notes
• PC=Principal Contractor
• SC=Subcontractor
• Some flows are two-way
• Many flows are also
reversible re feedback
• Dashed lines = possible
additional flows
Supplier
Main
Board
Supplier OSH
Advisor
PC Senior
Line Manager
(Project-based)
Possible additional
PC Intermediate
Line Manager(s)
(Project-based)
SC Supervisor
(Project Site-based)
SC Line Manager
(Region or HQ)
SC Main Board
Director (OSH)
-
Principal Contractor
Project-level Network
Principal Contractor
Head or Regional Office
Subcontractor
Sub-Network
Supplier
Sub-Network
PC Main Board Director
responsible for OSH
PC Regional
Line Manager
SC Front-line Workers
PC OSH Advisor
(Region or HQ)
SC OSH Advisor
(Region or HQ)
PC Purchasing
(region or project-
based)
Supplier
PC Contracts
(HQ or region-
based)
Supplier
Main
Board
Supplier OSH
Advisor
PC Senior
Line Manager
(Project-based)
Possible additional
PC Intermediate
Line Manager(s)
(Project-based)
SC Supervisor
(Project Site-based)
SC Line Manager
(Region or HQ)
SC Main Board
Director (OSH)
Site-based
Network
-
How do workers know how to work safely?Communication and knowledge flow in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
But, is it really that
simple?
¿Project KnowHow?
-
Everybody uses workarounds!
How can we make sure that they
are safe?
Developed from Hale & Borys, Safety Science, 2013
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Empower & Enable… Principle/Scenario-based training
-
How do workers know how to work safely?Communication and knowledge flow in large, networked organisations
and SME-micro enterprises
Alistair GibbECI RAEng Professor
What about SMEs
and Micros?
. Skip Trickle Down
¿Project KnowHow?
-
Largecontractors
Medium-sized organisations
working on their own projects
Medium-sizedorganisations
workingfor large
contractors
Very small organisations
Illegal workforce & ‘cowboy’
builders
UK Construction
© Gibb, 2013
Donaghy [2009]
-
Large contractors
Illegal workforce & ‘cowboy’
builders
Good working practices
Medium-sized organisations
working on their own projects
Medium-sized organisations
workingfor large
contractors
Very small organisations
Poor working practices © Gibb, 2013
UK construction 25 years ago
-
Large contractors
Illegal workforce & ‘cowboy’
builders
Good working practices
Medium-sized organisations
working on their own projects
Medium-sized organisations
workingfor large
contractors
Very small organisations
Poor working practices
UK construction NOW
© Gibb, 2013
Assumed
trickle
down
But, does
it REALLY
happen
-
Large contractors
Illegal workforce & ‘cowboy’
builders
Good working practices
Medium-sized organisations
working on their own projects
Medium-sized organisations
workingfor large
contractors
Very small organisations
Poor working practices
Realistic 2025 Target
© Gibb, 2013
Assumed
trickle
down
But does
it REALLY
happen?
-
Large contractors
Good working practices
Medium-sized organisations
working on their own projects
Medium-sized organisations
workingfor large
contractors
Very small organisations
Poor working practices
Vision for UK construction
© Gibb, 2013
-
Large contractors
Illegal workforce & ‘cowboy’
builders
Good working practices
Medium-sized organisations
working on their own projects
Medium-sized organisations
workingfor large
contractors
Very small organisations
Poor working practices © Gibb, 2013
Assumed
trickle
down
Main 2025 challenge is with micros
-
. Skip Detail
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Key insights: SME-Micro (OSH practices)
• SMEs and micros often develop working practices that appear to be safe in the context in which they are being applied
• Personal, tacit ways of knowing are not necessarily incompatible formalised OSH
• It might be more productive to acknowledge and seek to better understand the ways that they are complimentary
• Move to effective OSH rather than just compliance – even if the rules were the best and most appropriate rules
• Acknowledge the myriad ways that workers already do work safely and helping them make better judgements
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Key insights : SME-Micro (OSH knowledge)
• SMEs and micros rely heavily on tacit sources of OSH knowledge
• A common barrier to acquiring new OSH knowledge was that the person had no perceived need for it
• Some business owners felt that further OSH information would simply be an unnecessary burden
• The nature and lack of accessibility of information can be a barrier to seeking and acquiring new OSH knowledge
• Some participants expressed a view that OSH information does not ‘flow’ to them like other forms of information
• SMEs and Micros are not just small versions of big companies
. Skip Detail
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Sole trader / micro orientation
La
rge
ne
two
rke
d o
rga
nis
atio
n o
rie
nta
tio
n
Large organisation working as a network
due to size or complexity
Pretty much acting as a small version of a large firm
Formal processes (e.g. HR, OSH)
Distinct sections or departments
In-house OSH capability
‘Family’ only
One job at a time
Non-family ‘employees’
OSH acknowledged
Manager not ‘on the tools’
More than one workplace
Parallel jobs
Formal roles / separate head office /
Working as subcon on larger projects
External OSH consultant
‘Formal’ risk assessments
Lone working
-
How can we help people to make good
decisions?
-
Larger Orgs Micros
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How do we help workers know how to work safely?Communication and knowledge flow in large, networked organisations and SME-micro enterprisesAlistair Gibb [[email protected]]
• Each of us processes information differently
• This is affected by both explicit and tacit factors
• In large, complex networks we need to work hard to make sure that those who may get hurt get the right message
• Focus on the ‘middle management’ gatekeepers
• Accept that turning information into knowledge is not simple
• Develop a ‘Third-Way’ understanding
• Accept that people use workarounds and find ways of managing the resulting situation
• Don’t treat micros as small versions of big firms
• Understand their strengths to address their limitations¿Project KnowHow?
-
How do workers know how to work safely?
Alistair Gibb