International Award Winning Training and

Consultancy Business

Engraining the Psychology Of

Behavioural Based Safety Into Your

Business DNA

Glenn. E Ridsdale MSc, MIIRSM CMIOSH

Managing Director – Gauged Solutions

© Gauged Solutions Ltd

Question?

What does DNA stand for ?

Two chains that are coiled around each other, and are used in the growth, development, functioning

and reproduction of all known living organisms and many viruses

For The Purposes Of

Today

Your Organisation

Deoxyribonucleic Acid…………..

Engraining the Psychology Of

Behavioural Based Safety Into Your

Business DNA

Glenn. E Ridsdale MSc, MIIRSM, CMIOSH, C.Eng

The DNA Of Your Organisation

How your organisation……..

Grows

As a responsible organisation

Its people

Its portfolio

Develops

Its product

Its client base

Its systems

Its people

Functions

Under normal circumstances/nobody watching

When audited

When the pressure is on

Reproduces

Work that went right or learns and gets it right next time

Great people every time

Quality of product

Prefer Traditional

Approach?

How your organisation…..

Plans

Does

Checks

Acts

Engraining the Psychology Of

Behavioural Based Safety Into Your

Business DNA

Glenn. E Ridsdale MSc, MIIRSM, CMIOSH, C.Eng

Where Does Research Suggest Organisations Are Getting

Behavioural Safety Wrong? (Iceberg Metaphor)

Safety Climate

Safety Culture

Tip of the iceberg

How People Behave

Type of people

What is happening when inspected

Easy to see

Easy to measure

Easy to judge

Changes like the weather subject to

conditions

Beneath the water, you can not

see it easily

Vision

Expectations

Standards

Leadership style

Engagement

Collaboration

Just and fair

More difficult to measure

Often, many of these, drive

these

Some behavioural safety programmes only aim

to address climate -NOT culture

Often it is the culture that drives behaviours

Addressing the cultural issues helps to ensure

behavioural safety has longevity and goes form

an initiative to a way of working and becomes

part of the organisational DNA

What Is Wrong With Just Addressing Behaviour, Without

Understanding The Culture Of The Business Or Country?

Climate – What You See

Changing Behaviour Is Complex – Which Model???

Now We Know The Importance Of Culture How Do We

Measure It?

HSE – HSL Laboratory

Safety Climate Tool

Quantitative

Only ?????

Workplace observations, focus

groups and one to one

interviews

Assessment of prevailing

safety culture

Safety culture questionnaire

Management report with full

diagnostic of prevailing culture

Management / leadership

workshop including Assessment of

prevailing safety culture

Workforce Training, design of

behavioural tools and live roll

out of BS program

Audit, review and measure

successes of program

Step 1

Step 5

Step 3

Step 7

Step 2

Step 4

Step 6

Design And Implementation Of A Behavioural Change

Program

Workplace observations at site locations – Representative sample

Focus Groups of 8 – 12 People

One to One Interviews – Dependant on size of organisation

Design of Tailored Survey Questionnaire based on interviews, observations and focus groups

To provide the Board and senior management team an evidenced based empirical overview of

the prevailing safety culture within their business

Outline the strong aspects and dynamics with respect to the prevailing safety culture

Provide salient points as to what areas within the business give cause for concern

Include some of the factual ‘anonymous’ comments from the staff with respect to their views

on safety and the prevailing culture

Provide an opinion with respect to the business and its ‘readiness’ regarding the

implementation of a “next steps” approach

Provide key recommendations as to how areas of concern can be improved and strengths built

upon

Providing An Evidenced Based Report To Board/Organisation

Typical Recommendations To Change Safety Culture/Behaviour

Safety targets to be written into all employees job description

Employees to have written and provided with a job description

Managers/leaders to be more visible and engaging with the workforce

Restructure the organisation from a hierarchical to a matrix one

Give managers budget responsibility and hold them accountable to it

Soft skills training for managers and supervisors

Project management skills and processes to be taught to managers and supervisors

Workforce to attend safety training to increase level of safety knowledge

Change the current monthly safety recording to include proactive indicators of safety

Produce a vision statement for safety for the organisation and stick with it - CEO to sign off

Ensure that all managers and supervisors are skilled in accident investigation techniques

But….if done well

evidence suggests

that they will impact

on the

DNA

Of the business

resulting in

They are not

necessarily

safety related

What Is Unusual Regarding These Recommendations In Terms

Of Safety Culture?

Thank You

Questions?

Contact

Glenn Ridsdale

Tel +44 (0) 7425 160071

glenn@gauged-solutions.com

www.gauged-solutions.com

@Gauged2012

https://www.linkedin.com/in/glenn-e-ridsdale-msc-2a188113/