Raising concerns about safety in a meeting increases safety in the field, where the stakes and health risks are higher. But different cultures have varying approaches to safety, which can cause conflict.
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Safety in the Meeting Means Safety in the Field
1. Safety
in
the
Mee,ng
means
Safety
in
the
Field,
The
Power
of
a
Posi-ve
Safety
Culture
BIG
TREE
STRATEGIES
ESTHER
EWING,
CIM
CONFERENCE,
MAY
13,
2015
2. Introduc*on
• Power
of
cohesive,
engaged
team
–
crea*ng
safe
environments
• Under-‐u*lized
mechanism
for
crea*ng
a
posi*ve
safety
culture
• Process
–
stories
and
research
• Inten*onal
Teams
Framework
• Benefit
-‐
Team
culture
&
alignment
• How
to
get
more
informa*on
3. Story
of
Man
in
the
office…
This
man
cri*cized
a
staff
person
at
the
top
of
his
lungs.
Apparently
it
happened
all
the
*me.
What
did
this
tell
you
about
the
culture?
What
behaviours
are
allowed
and
what
are
the
values
in
the
team
that
this
represents?
5. MASLOW’S
HIERARCHY
OF
NEEDS
You
cannot
have
safety
unless
your
needs
for
shelter,
food
and
clothing
are
met;
However,
more
importantly,
none
of
the
values
above
safety
are
possible
to
acquire
unless
your
safety
needs
are
met.
6. What
is
safety
in
teams?
Two
kinds
of
safety
• Physical
safety
where
you
don’t
get
harmed
physically
• Psychological
safety
where
team
members
feel
accepted
and
respected
1-‐Jun-‐15
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7. Big
Tree
Strategies
Inten*onal
Teams™
1-‐Jun-‐15
7
State
of
Safety
Around
the
Globe
Key
Insights
8. What
comes
first
in
Mining?
“In
mining,
safety
comes
first.
As
a
core
industry
value
and
prac-ce,
Canadian
mining
companies
invest
significant
9me
and
effort
in
developing
and
maintaining
a
posi9ve
safety
culture
in
all
aspects
of
their
opera9ons,
diligently
working
with
their
employees
and
safety
inspectors
to
reach
the
goal
of
“zero
harm.”
Canadian
Ins9tute
of
Mining
Facts
and
Figures,
2014
1-‐Jun-‐15
Big
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Strategies
Inten*onal
Teams™
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10. Safety
in
China
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Big
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Teams™
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“The
mentality
[in
China]
is
that
life
is
cheaper
than
it
is
[in
the
western
world]
and
no-‐
one
is
going
to
kick
up
a
fuss
if
they
lose
a
few
lives.”
Alan
Baxter
Ins*tute
of
Materials,
Minerals
and
Mining
UK
11. Different
cultures,
different
norms
Eastern
European
parent
company
execu*ve,
owner
of
Canadian
company,
in
response
to
budget
for
safety
training:
“If
someone
gets
hurt,
they
are
just
stupid…”
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12. Big
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Strategies
Inten*onal
Teams™
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Posi,ve
Safety
Culture
A
way
of
geeng
there…
14. Culture
of
Safety
During
the
lafer
half
of
the
nineteenth
century,
Britain
was
not
at
war.
Deterrence
through
display
became
the
Royal
Navy's
primary
func*on
in
these
mid-‐Victorian
years
and
there
were
major
technological
changes.
Steam
was
replacing
sail,
iron
was
replacing
the
tradi*onal
oak.
The
Br.
Navy
did
not
adjust.
The
problem
facing
the
officers
of
Victorian
warships
was
to
find
work
for
under-‐employed
hands
now
no
longer
required
to
rig,
furl
and
mend
sails.
Their
solu*on
was
to
create
the
cult
of
'bright
work'
in
which
ships
vied
with
one
another
to
produce
the
shiniest
surfaces
and
the
glossiest
paint
work.
Bafleship
and
cruiser
crews
spent
countless
hours
burnishing
the
guns.
Massive
armored
water*ght
doors
were
liled
from
their
hinges
and
filed
and
rubbed
un*l
they
gleamed-‐and
soon
became
no
longer
water*ght
(Massie
1992).
A
ship's
commander
was
judged
not
by
the
rate
and
accuracy
of
his
gunnery
but
by
the
extent
to
which
his
ship
sparkled.
15. Culture
of
Safety
“A
commitment
to
safety
should
not
be
a
priority,
but
a
value
that
shapes
decision-‐
making
all
the
9me,
at
every
level…
For
a
culture
of
safety
to
flourish,
it
must
be
embedded
throughout
the
organiza9on.”
(Rex
Tillerson,
2010,
Chair
Exon
Mobile)
16. A
strong
safety
culture
needs
• An
informed
culture
• A
repor,ng
culture
• A
learning
culture
• A
flexible
culture
•
A
just
culture
R.
Tillerson
17. THE
NEXT
FRONTIER…
And
how
do
you
get
to
a
posi*ve
safety
culture?
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Big
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Strategies
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Teams™
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18. Big
Tree
Strategies
Inten*onal
Teams™
1-‐Jun-‐15
18
Our
Research
Inten*onal
Teams
Framework™
19. BIG
TREE
STRATEGIES’
RESEARCH
• When
project
teams
are
working
well
–
what
is
going
on?
• How
has
it
been
set
up
for
success?
• What
levers
are
you
pulling
that
helps
the
team
work
well
together?
1-‐Jun-‐15
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Teams™
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21. 1-‐Jun-‐15
21
Big
Tree
Strategies
Inten*onal
Teams™
Inten,onal
Team
Framework™
22. One-‐Team
Culture
People
we
interviewed
said:
“If
your
mining
project
team
is
to
be
successful,
you
have
to
get
the
culture
right…”
“Everyone
has
to
know
that
they
are
on
the
team
and
that
their
contribu*on
mafers…”
23. Impact
on
the
Culture
What
were
the
values
that
allowed
this
bullying
behavior?
How
would
this
transfer
down
the
mine
shal?
Would
the
staff
person
speak
up
if
they
saw
something
wrong?
Or
would
they
hold
their
tongues?
24. 1-‐Jun-‐15
Big
Tree
Strategies
Inten*onal
Teams™
24
A
team
discussing
safety
procedures
26. Ar*cles
If
you
would
like
to
be
in
touch
about
how
to
build
an
Inten*onal
Team,
and
would
like
me
to
send
you
ar*cles:
Esther
Ewing
Esther@BigTreeStrategies.com
@estherewing
hfp://linkd.in/Y7KjKa
1-‐Jun-‐15
Big
Tree
Strategies
Inten*onal
Teams™
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