Indirectly influencing change to increase Psychological Safety
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Indirectly influencing change to increase Psychological Safety , Presented by, Diana Sheenan
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Indirectly influencing change to increase Psychological Safety
- 1. Indirectly influencing change to increase psychological safety Diana Sheehan Dip. Couns. BSc(Psych) MBL Executive Director - Daly & Ritchie © 2023 Daly & Ritchie Consulting P/L
- 2. What we are covering… 1.The unique challenges managers face 2.The strategies managers have used to positively impact change 3.How their courage influenced others to improve psychological safety and wellbeing
- 3. Increasing psychological safety…. • Rural - Local government council increased EAP engagement from 0.5% to 12% in six months • Remote - Mining went from 0 sites to 4 sites in 12 months • City - Marine reduction in psychosocial hazards by 40% design and delivered training resulting in a 92% satisfaction rating • You as a WHS professional
- 4. Indirectly Influencing change… 1. Understand yourself and others 2. Look for opportunities 3. Be prepared
- 5. Understanding yourself… • What does psychological safety mean to you? • What is important to you? • Why is it important to you? • What are your triggers? • Who annoys you and why? • When are you at your best?
- 6. Understand others… Positive Fearful Negative Indifferent
- 7. The positive manager • Openly show compassion an empathy for others • Embrace change and innovation • Understand the link between psychological safety and productivity • Understand their WHS obligations
- 8. The fearful manager • Nothing to see here • Practice avoidance techniques • Gives you excuses • Will not answer your calls • The team may or may not engage
- 9. The negative manager • Will not engage • May sabotage your attempts • Tell you that you are not wanted • Will follow protocols that are advantageous to them • The team will tell you exactly how they feel
- 10. The indifferent manager • Doesn't really care • Polite but not engaging • May tell you what they think you want to hear • Dose not want to get involved • You can never find them
- 11. Increasing psychological safety…. • Rural - Local government council increase in EAP engagement from 0.5% to 12% in six months • Remote - Mining increase in engagement from 0 sites to 4 sites • City - Marine reduction in psychosocial hazards by 40% design and delivered training resulting in a 92% satisfaction rating
- 12. Unique challenges – rural local council… • 2017-2020 worse drought on record • 2019-2020 bushfires • 2019-2021 Covid-19 and border closures • 2021 floods • 2023 shortage of workers • 2023 declared a drought area
- 13. Unique challenges – rural local council… • Mental fatigue • Physical fatigue • Financial fatigue • Concern for workers families • Limited mental health support
- 14. Strategies to positively impact change… • Introduced an outreach service • Increased frequency of onsite visits • Educated workers and managers about mental health • Commence education about psychosocial hazards • Connected workers, managers and families to community, state and federal supports
- 15. Improved psychological safety because they… • Knew the views of the executives • Knew and understood their workforce • Knew their WHS and IR legislation • Knew their policies and procedures • Knew what their resources were including financial • Knew what they wanted to achieve
- 16. Mining, remote and isolated… Site 1 Mining Site 3 Mining Site 2 Mining
- 17. Unique challenges – Remote mining… Site 1 • Redundancies • Contractors' roles ceasing • FIFO and DIDO workers • Impact on township Site 1 Site 2 Site 3 1
- 18. Strategies to positively impact change… Site 1 • Took a proactive approach • Introduced outreach services • Understood the concerns of their direct reports Site 1 Site 2 Site 3 2
- 19. Improved psychological safety because they… Site 1 • Understood their workforce • Concerned about safety • Knew what they wanted to achieve Site 1 Site 2 Site 3 3
- 20. Unique challenges – Remote and isolated… Site 2 • Mine end of life • FIFO and DIDO workers • Isolated work environment Site 1 Site 2 Site 3 1
- 21. Strategies to positively impact change… Site 2 • Duplicate the same strategy as site 1 • Approximately 300 miners including support staff and managers Site 1 Site 2 Site 3 2
- 22. Improved psychological safety because they… Site 2 • Adopted a system that they new worked • Addressed psychological safety by focusing on change • (manager) changed their belief and addressed the immediate needs of miners and other workers Site 1 Site 2 Site 3 3
- 23. Unique challenges – remote and isolated Site 3 • Work-related fatality • Impact on family • Impact on colleague and all workers Site 1 Site 2 Site 3
- 24. Strategies to positively impact change… • Intensive onsite EAP support • Outreach services • Engaging with all employees and contractors • Working with managers and their teams Site 1 Site 2 Site 3
- 25. Improved psychological safety because they… • Visually recognised the impact that this accident had on people • Observed the importance of having a counsellor onsite • Changed their views on psychological safety because of the effect this accident had on themselves and others Site 1 Site 2 Site 3
- 26. Unique challenges – Marine • Diverse customer base • Faced paced environment • Aggression and violence
- 27. Strategies to positively impact change… • Gain an understanding of underlying issues • Collect data through interviews • Design and deliver training • Introduce psychosocial hazards • Reporting of psychosocial hazards • Place a consultant/counsellor onsite to gather further data post training
- 28. Improved psychological safety because they… • Improved psychological safety • Increased the understanding, knowledge and reporting of psychosocial hazards • Reduced psychosocial hazards by 40% • Put in place training that obtained a 92% satisfaction rating • (HSE manager) know what they want to achieve and continue to educate other managers about psychological safety and psychosocial hazards
- 29. Indirectly Influencing change… 1. Understand yourself and others 2. Look for opportunities 3. Be prepared
- 30. Understand yourself and others… 1. Increasing psychological safety when in a political environment 2. You're in my turf – People and Culture and/or Human Resources 3. Not in my backyard - people with hidden agendas 4. WHS fatigue – more paperwork 5. Bias and ignorance towards psychological safety and psychosocial hazards
- 31. Look for opportunities… • Take a holistic approach to WHS • Think outside the square and look towards the future • Talk to others within WHS or other disciplines to see what they are doing • Develop a brains trust and collaborate • Observe what is going on around you • Listen to what people are saying and what they are not saying • Observe the behaviours of people • Have some common sense
- 32. Be prepared by… • Understanding organisational politics • Being there for the marathon • Having data, statistics and more data • Know where the funds are coming from • Know your legislation so that you can provide solutions quickly • Be patient, tenacious and do not give up!
- 33. Indirectly influencing change to increase psychological safety Thank you Diana Sheehan Dip. Couns. BSc(Psych) MBL Executive Director - Daly & Ritchie