Behavioural Safety & Mentoring

Next meeting: 20th March 2008,
The Netherwood Hotel, 13.30 hrs (new time!) www.netherwood-hotel.co.uk
Topic: Health Surveillance
Speaker: Dr Dil Sen

Behavioural Safety & Mentoring
Joint meeting with
South Cumbria IOSH District
49 members attended

Martin Fishwick, Chairman, welcomed members and both speakers, and introduced Nick Wharton, from JOMC, to talk about Behavioural and Cultural Safety, as he preferred to call it.

He said accidents may be reduced by:
- Compliance eg correct equipment
- Management led initiatives eg safety systems, and initiatives
- People led behaviour – listening to workers and implementing actions based on their suggestions or concerns about workplace safety.

A typical accident analysis would show slips, trips, and falls and manual handling as significant causes of workplace accidents. The overall picture is revealed by the Accident Triangle:
1 fatal
400 reportables
20,000 minor accidents
240,000...............near misses
2,000,000.....................unsafe acts

This is what Behavioural Safety in the workplace addresses. Visible behaviour is like the tip of an iceberg – it is supported by the invisible part which consists of attitudes, thinking, beliefs and values that affect peoples' behaviour.

Behaviour is conditioned by:
- Antecedents (or Triggers) eg got away with it before; it never happens to me…
- Perceived Consequences - sooner, certain, welcome, important outcomes have more effect in the short term than later, uncertain, unwelcome and/or unimportant long-term effects.

Nick quoted failure to wear eye protection as an example, where inaccessibility or discomfort in use may deter the wearer, but perceived risk of a serious accident, or disciplinary action may motivate them to compliance. He explained that the deterrents to safe behaviour, once identified, may often be readily addressed. For example if the individual worker is included in discussions, as an “on-the-job expert”, about making the task he is doing safer and more efficient, and knows that his views will be listened to.

The Behavioural Approach to safety identifies critical behaviours, and observes and measures them. Key steps in this process are:
- Talking to people about their work, in their work environment,
- Getting them to think about their behaviour and its possible consequences
- Finding out about the causes of unsafe workplace behaviour, and
- Supporting and reinforcing safe behaviour.

Staff should also be encouraged to talk to one another, to promote safe working; supervisors and managers should be as quick to praise good practice in the workplace as to condemn poor work practice.

Possible approaches to Behavioural Safety are by:
· Audit
· Observation or
· Discussion.

One to one discussions should be questioning, but friendly and respectful. It is important to measure safe and unsafe behaviours, and to ascertain root causes of unsafe workplace behaviour. Feedback following these initiatives can be on a group or individual basis. The former can focus on specific problems; highlight trends, good practice, and lessons learned; and provide an accurate measure of safety.

Nick quoted failure to wear a seat belt when using fork lift trucks as an example: simply threading the belt through the steering wheel passes the message on to the next user. He then demonstrated how results can be displayed graphically, to show critical areas, or improving behaviour over time.

Then he showed some photographs highlighting the consequences of unsafe behaviour in various workplaces, and showing how a behavioural safety culture approach can help change workers’ attitudes, improve workplaces and lead to a more efficient business:
Waste sorting: vehicles not kept
separate from workers; OK for years; then a fatality
Machinery: training of maintenance workers key to safe running of business.
Food processing: design of task and staff motivation and training important to ensure product safety
Construction: sites where workers are involved in developing safe procedures and are given adequate training are more cost-effective in the long-term
Offshore work: a positive behavioural safety culture vital for efficiency and staff safety has been developed because the consequences of not doing so would harm the business as well as jeopardising lives.
Hospitals: MRSA, drug errors, staff changes and shortages could be improved by a positive behavioural safety culture rather than focusing on targets.

Nick explained that developing a positive behavioural safety culture does not mean that no high risk work can be undertaken but that those risks are understood, respected and dealt with by workers and management working together. As with his hobby of rock climbing, workers need to understand that they have a mutual reliance on one another; that they are part of a team.

Nick also had telling graphs showing accident rates varying inversely with behavioural observation rates. He concluded by outlining the critical factors that were needed before a Behavioural Safety initiative would have a positive outcome:
- Site ready
- Management committed
- Champion nominated
- Steering group formed
- Commitment to take actions on issues raised

Then do it! But, remember that persistence is needed to change attitudes and behaviour.

Martin then introduced Tim Briggs, from Leeds Metropolitan University, to talk about Mentoring.

Tim explained that he had originally initiated an informal mentoring scheme in the Yorkshire Branch, and, following its success, had then been invited to introduce his mentoring concept to other members of IOSH, including members overseas.

He saw mentoring as “learning in the workplace”. It is based on a partnership between mentor and mentee, from which both can learn. One may lack confidence in starting, and mistakes are part of the learning process; persistence may also be required. The mentor may see greater potential than the mentee.

Tim said mentoring was like farming, one grows and then harvests. He stressed that mentoring is:
- Not counselling
- Nor a free answer
- Nor a drop in centre
- Not instead of a tutor
- Not just for new starters
- Not something "you do to" the mentee
- It is not intended to resolve crises
- It will not solve everything, and should result in the mentee finding the solution.
- It need not be time consuming,
- It can be done at a distance,
- Needs the right mentor for the topic.

IOSH is currently preparing a "code" to provide a mentoring protocol for members. Competence and assessment criteria are needed eg quality, accessibility, feedback, learning agreement, learning methods, facilities, and evaluation.

Mentoring may be seen as a loop:
- A situation arises where the help of a mentor is needed (may be in the workplace or with studying)
- Observing and reflecting - mentor encourages mentee develop own ideas
- Conceptualise – mentee builds on those ideas
- Active experimenting – mentee evaluates results
- Problem solved, or contact mentor for further encouragement

The mentor must also be able to recognise when it is necessary to withdraw eg if not appropriate to continue, because of the nature of the problem, and/or other expertise is needed.

There is no fixed way to mentor; learners may be activists, reflectors, theorists, or pragmatists. In some circumstances the mentor may be a role model. There are benefits for both mentor and mentee, in terms of development, skills, and confidence. There are also benefits for the organisation and the profession, in terms of morale, status, standards, and careers. There is the potential for lasting friendship, or even future consultancy work.

In conclusion, Tim said that we are never on our own, that how we react to mistakes is important, and finally, that the mentor should reveal the mentee's own abilities to him/her.

Martin Fishwick, Chairman, then warmly thanked both speakers, endorsed by those present. He also welcomed Bernice Charnock, HSE Carlisile, and thanked her for her practical support of the Group. Martin then showed members the Safety Group UK "Highly Commended" award that he, and our President, Alan Knott had received, on behalf of the Group, at a ceremony at the House of Lords in January, in recognition of the quality of the Group’s October 2007 Seminar on Workplace Dermatitis.

Martin then asked members for any early historical information about the Group they might have; especially anything dating back to the 1950s and 1960s. He also mentioned that Carol , one of our Committee members, had recently given birth to a daughter and that Mother and baby were doing well.

John Westmoreland highlighted various events flyers available, and asked for various forms (on minutes, Committee nominations, outstanding membership/subs, future topics) to be returned to him as soon as possible.

He reminded members that Committee member, Martin Khan had literature on display, and Dave Walker had safety videos and CDs that are available for members to borrow.

John also mentioned that Mike Blow has an H & S Advice/Consultancy business for sale, due to his imminent retirement, details are available from John W.

Finally he reminded members that John Hannah, our District EDA, is available at meetings to help members with e-CPD (including a practical demonstration), and that he is also our contact for mentoring queries.

Martin then closed the meeting, which was followed by a Committee meeting.

Please note:
The names of those attending our meetings are included on minutes posted to members; if you need proof of attendance please contact John Westmoreland, Business Secretary, who will be able to help you.
Tel: 01524 822 072