Unit 6 - Safety Leadership Flashcards
Describe the Safety I view
Describe the Safety II view
What are reactive approach companies often refferred to as?
low cognisance companies
Describe the reactive approach of a low cognisance company
What are the 2 distinct features related to the reactive approach of a low cognisant company?
Positional Paradox - when those on top of the organisation blame any shortcomings of those on the sharp end
Tick - off Phenomenon - when people in technical positions, like superintendents and HSQE auditors, see safety in terms of physical things. They are ticked off when in place and then move on to the next task (common in bureaucratic culture)
Draw the James Reason’s Unrocked Boat concept
Describe the James Reason Unrocked Boat concept (4 points + an example)
how do low cognisant organisation measure the data of their safety process and what does it say about them?
- number of injuries/deaths
- loss of time
- loss of business
- pollution
- increase in insurance premium
- cost of damage
however, these outputs only measure how unsafe they are.
how do low cognisant organisations try to remain within the safety space and why is that ineffective in the long term?
What is resistance according to James Reason?
How can a company counter ‘resistance’ and remain within a safety space?
THREE C’s and PR - withouth them, we are vulnerable to accidents:
Commitment - the way an organisation uses resources and motivates people
Competence - the way an organisation acts on the information it collects. What info does it collect? How does it spread and use it?
Cognisance - awareness of the dangers threatening the organisation
Simultaneously, a firm can make sense of organisational conditions that minimise the risk of accidents, by continuously considering both:
- Reactive-outcome measures: addressing the root causes of accidents & non-conformities
- Proactive-outcome-measures: those that identify “error provoking”/latent conditions
What are the driving forces within the safety space?
commitment, competence and cognisance - these are directed from the top of the company and are also the factors that drive commercial and operational areas of the organisation
What is the Strategic Apex of a system and why is it important?
The Strategic Apex of a System is from where the forces that drive an organisation originate.
What is Ron Westrum’s 3 culture model and why is it important?
Dr. Westrum was looking at hoe information flows throughout an organisation, and he considered that since information is influential and indicative of other aspects of culture, how information flows between people and teams can be used to predict how organisation (or parts of them) will behave when problems arise.
Pathological: There is low cooperation across groups and a culture of blame. Information is often withheld for personal gain and innovation and creativity is not allowed.
Bureaucratic: Preoccupied with rules and regulations. The decision making is concentrated at the very top of the organisation, and there is little innovation and creativity.
Generative: Decentralised and flexible, open communication, decision-making is distributed throughout the organisation and innovation is encourage with a goal of improving services.
What are High Reliability Organisations?
These are highly cognisant organisations and are those who have a generative culture, where safety management is an viewed as an ongoing concern.
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