1 Richard N. Knowles, Ph.D. www.safetyexcellenceforbusiness.com 2/23/2015 (C) Richard N Knowles, Ph.D. www.safetyexcellenceforbusiness.com 1 2015 Indiana Safety and Health Conference & Expo Indiana Convention Center March 16-18, 2015 The Safety Leadership Process™ The Leading Edge to Total Business Excellence Partner-Centered Safety People Pulling for Safety Richard N. Knowles, Ph.D. 2/23/2015 (C) Richard N Knowles, Ph.D. www.safetyexcellenceforbusiness.com 2
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1
Richard N. Knowles, Ph.D.
www.safetyexcellenceforbusiness.com
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com1
2015 Indiana Safety and Health Conference & Expo
Indiana Convention CenterMarch 16-18, 2015
The Safety Leadership Process™The Leading Edge to Total
Business Excellence
Partner-Centered SafetyPeople Pulling for Safety
Richard N. Knowles, Ph.D.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com2
2
Partner-Centered Safety
• Working with people.
• The gift of discretionary energy
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com3
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com4
Belle Plant TRC Rate by Year
0.470.230.230.210.210.32
6.987.57
8.86
5.86
2.95
1.10.74
0.850.260.37 00.42 0.350.360.12 0 0 0.34
0
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Year
TR
C R
ate
TRCRate
2006
The Results are a Function of the Leadership ProcessesPartnering
LWC LWC3157 Days(16.5 Million Exposure Hours)
3831 Days
(1/31/07)
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2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com5
Proven and Robust!
• Hundreds of successful workshops in all sorts of businesses and functions.US, Australia, New Zealand, China, Canada, Italy, Malaysia, UK
Earnings+300%
Productivity+45%
Emissions‐87%
Other Examples
• New Zealand Steel, Auckland
• CSR Invicta Sugar Mill, Ayr, Australia
• Weir Multiflo, Coulum Beach, Australia
• Weir SPM, Fort Worth, TX
• Through Partner-Centered Safety
Sustainable Levels of Excellence
2/23/2015(C) Richard N Knowles, Ph.D.
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You Can Lead The Path to Excellence
• You are knowledgeable.
• You are professionals.
• You have access to many people and parts of the organization.
• You understand what it takes for people to work safely.
• You have power and influence.
2/23/2015(C) Richard N Knowles, Ph.D.
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You Know
• Safety Excellence Requires;
–Strong leadership/ support
–Partnering with the people
–Strong safety culture
2/23/2015(C) Richard N Knowles, Ph.D.
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You Know
• We need a strong safety systems approach
–Oneness of purpose
–Interdependence of many elements
–Structure and organization
–Best possible decisions
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com9
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com10
You Know Safety Interacting Complex Systems
Occupational Safety• Acute; Slips, Trips, Falls• Deaths• PPE, TrainingAve. Cost of OSHA Recordable • ~$50,000/personManaged by people close
to the work.Leading Indicator• Safe Acts Index• Near Misses
O. S.
Occupational Health• Long-term• Low levels of exposure• ErgonomicsChronic exposures to many people• Asbestos• Lead• Carpel tunnelHigh Costs/many people; >$ millionsManaged by people close to thework + health experts & researchersLeading indicator-weak signals(inside & outside) & changes in laws,NIOSH, USW
O. H.
Process SafetyAcute• Spills• Releases • ExplosionsChronic• Ground water-C-8s• Air-BenzeneVery high costs• Many injuries• Deaths• Much distruction• $ Millions to billions
Managed by people close to the work + engineers, chemists,researchers, AIChELeading indicators• Near Misses• Adherence to standards
• Timelines• Schedules• Backlogs• Inspections
P. S.
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Everything is Constantly Changing
• Aspects of every job are complex & ambiguous.– The training courses don’t quite fit the situation.– The people around them have various views and
ideas.– The environment keeps changing.
• Every situation is dynamical.• We depend on everyone making the best
possible decisions so that the work is done safety and effectively.
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Excellence in SafetyRequires the Best Decision Making
• People need to co-create their Strategic Safety Plan™ seeing & understanding… – The Whole Picture & their role in it,– The Parts,– The Interaction of the Parts, &– Have agreements of
• Trust & Interdependence• Support, asking for help• Helping each other, listening, caring• Open flow of information
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So Why Is It So Hard To ReachSafety Excellence?
• Leadership Processes are often weak & counterproductive.
– Driving, pushing, harsh behavioral processes, punishment, training, record keeping, most safety meetings, most audits, etc. do not get you beyond compliance.
– Management lip service, lack of money, excessive record keeping, pencil-whipping, etc. are barriers.
– Speaking up and sharing information can get you into trouble.
2/23/2015(C) Richard N Knowles, Ph.D.
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Weak Leadership Leads to Disengaged People
• Cost the as much as ~$ 350 Billion/yr.
• Low morale
• Bullying
• Interfere with information flows
• High Absenteeism & turnover
• Waste time and resources
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You Can Fill this Gap
• You are often with the people, and they know and trust you.
• You are knowledgeable.
• You know the safety rules.
• You can listen to the people and learn together.
• You can talk with the people and help them to make the right safety decisions.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com15
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com16
The Three Big Safety Mistakes Many Managers Make
Production FirstNormalization of DriftStructural & Cultural Blocks
to Communication
Challenger, Bhopal, Deepwater Horizon,Chernobyl, First Chemical (WV)
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The Production First Mindset
• We have to get the product out now, but do it safely.
• Do it quicker, and cheaper.
• We have to meet the sales schedules.
• We can’t miss a shipment
• We’ll schedule the maintenance when it is convenient.
• But we can overcome the pressure with trust, openness, lots of feedback and listening.
2/23/2015(C) Richard N Knowles, Ph.D.
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Normalization of DriftContinuous Improvement and Drift
• We want continuous improvement, that is carefully thought out, discussed and documented.
• But,– People look for easier, quicker ways to do their work.
– Unguided efforts to make improvements lead to drift; a little “improvement” here, another there…..disaster.
– This can be quite subtle.
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Structural Blocks to CommunicationThe Traditional Organizational
Structure• The Fundamentals
– Specialization provides
regulation.
– Control and coordination are
in the level above.
• Results in horizontal & vertical barriers.
2/23/2015(C) Richard N Knowles, Ph.D.
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The Traditional Organizational Structure
• Information– Only up the silos
– Quality is lost
– Time is lost
• Decisions– Only down the silos
– Clarity is lost
– Untimely
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The Traditional Organizational Structure
• People are disempowered from doing stuff and taking responsibility.
• They lose sight of the outside world.
• The customer is outside-not up.
2/23/2015(C) Richard N Knowles, Ph.D.
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The Traditional Organizational Structure
• Decision makers need:– Technical competency
– Social competency
– Access to information
– Freedom to act
• It’s rare for the bottom of the silos to have all this.
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Cultural Barriers • People do not ask for your opinion.• Messengers get “shot”.• Management does not want bad news; the boss
doesn’t listen.• “The Tall Poppy Syndrome”.• Mind your own business.• Bullying• Don’t want to look like a suck.• Keep your mouth shut.
2/23/2015(C) Richard N Knowles, Ph.D.
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Break the Communications Barriers
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• Open, free-flow of information• Build trust and interdependence• Work with the people to co-create
your shared future.
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2/23/2015(C) Richard N Knowles, Ph.D.
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You can make the difference!
You Can Lead The Path to Excellence
• You are knowledgeable.
• You are professionals.
• You have access to many people and parts of the organization.
• You understand what it takes for people to work safely.
• You have power and influence.
2/23/2015(C) Richard N Knowles, Ph.D.
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You Can Lead The Path to Excellence
• Use the Safety Leadership Process™.
• You can shift the culture towards better decision-making and safety excellence.
• Building trust and opening up the flow of information are critical!
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com27
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com28
SafetyInteracting Complex Systems
Occupational Safety• Acute; Slips, Trips, Falls• Deaths• PPE, TrainingAve. Cost of OSHA Recordable • ~$50,000/personManaged by people close
to the work.Leading Indicator• Safe Acts Index• Near Misses
O. S.
Occupational Health• Long-term• Low levels of exposure• ErgonomicsChronic exposures to many people• Asbestos• Lead• Carpel tunnelHigh Costs/many people; >$millionsManaged by people close to thework + health experts & researchersLeading indicator-weak signals(inside & outside) & changes in laws,NIOSH, USW
O. H.
Process SafetyAcute• Spills• Releases • ExplosionsChronic• Ground water-C-8s• Air-BenzeneVery high costs• Many injuries• Deaths• Much distruction• $ Millions to billions
Managed by people close to the work + engineers, chemists,researchers, AIChELeading indicators• Near Misses• Adherence to standards
• Timelines• Schedules• Backlogs• Inspections
P. S.
TheSafety Leadership
Process™
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Partner-Centered Safety
• Traditionally we talk at the people.– There are lots of negative assumptions about:
• Their interest in their work• Their motivation• How smart they are• Their attitudes
• Yet, none of us can see every part of the picture!
• So, building on your SHE foundations, partnering with the people changes everything!
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com29
The Safety Leadership Process™
2/23/2015(C) Richard N Knowles, Ph.D.
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Sharing All Information
Building Trust & Interdependence
Co-Creating the Strategic Safety Plan
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The Safety Leadership Process™Four Interacting Circles of Excellence
Standards• Safety• Quality• Costs• Customer service• HR• Public Image
Expectations• Performance• Metrics
Order & Focus
The “Soft” Stuff The ”Hard” Stuff
17
Rapid, Effective, SustainableProven & Robust
2/23/2015(C) Richard N Knowles, Ph.D.
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12/18/14 (C) Richard N Knowles & Associates, Inc
Earning +300%
Produc vity +45%
Emissions ‐87%
John Kotter 1. Create Urgency 2. Form Powerful Coalition 3. Create a Vision for Change 4. Communicate Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in the Culture Leading Change, 1995
Richard Knowles The Safety Leadership Process™ Move to Teams, Total Involvement Chaos, Complexity, CAS, CRP Process Enneagram Deeply Shared Values BOWL (Freedom & Order) Free Flow of Information Building Trust and Interdependence Walking the Plant; 5 Hrs./day Leaderfulness Developing
5 Different Plant Managers • Methyl chloride,
2,000# • Oleum, 22# • Doug Fish, Death Phosgene January 22-23, 2010
Top-Down Partner-Centered Safety Drifted Back to Top-Down
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com34
Proven and Robust!
• Hundreds of successful workshops in all sorts of businesses and functions.US, Australia, New Zealand, China, Canada, Italy, Malaysia, UK
Earnings+300%
Productivity+45%
Emissions‐87%
18
You Can Lead The Path to Excellence
• You are knowledgeable.
• You are professionals.
• You have access to many people and parts of the organization.
• You understand what it takes for people to work safely.
• You have power and influence.
2/23/2015(C) Richard N Knowles, Ph.D.
www.safetyexcellenceforbusiness.com35
You Can Do This
• Go into your workplaces.• Talk person-to-person with the people sharing
safety and business information. • Listen & answer their questions.• Ask for their ideas and suggestions.• Strengthen the decision-making process.• Build trust & interdependence• Encourage them to take the lead in developing
and implementing (if appropriate) their ideas.
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Why This Works
• The right approach…complex systems
• The right tools…tools of complexity
• The right process…partnering & involvement
• The right reasons…achieve safety and business excellence
• The right purpose…build sustainable excellence.
2/23/2015(C) Richard N Knowles, Ph.D.
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The Payoff
• Decision-Making gets much better.
• Watch leaderfulness and excellence develop.
• Safety performance improves quickly.
• Earnings show improvement.
• You help to create a powerful, sustainable safety culture
• Celebrate the successes.
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You Are All Winners• Take the lead.
• Share information.
• Build trust and interdependence.
• Help everyone to see how important their roles are for the whole organization.
Shared beliefs and values Co-Created Strategic Safety Plan Creation of the Bowl…A container for order and
freedom Sustained by:
Continuous Plan review & upgrading and Daily engagement with all the people
In this work we use;
The Right Approach (Complex Adaptive Systems) The Right Tools (Tools of Complexity) The Right Processes (Partnering with the People) For the Right Reasons (Achieve Safety & Business
Excellence) For the Right Purpose (Build Sustainable Safety &
John Kotter 1. Create Urgency 2. Form Powerful Coalition 3. Create a Vision for Change 4. Communicate Vision 5. Remove Obstacles 6. Create Short-Term Wins 7. Build on the Change 8. Anchor the Changes in the Culture Leading Change, 1995
Richard Knowles The Safety Leadership Process™ Move to Teams, Total Involvement Chaos, Complexity, CAS, CRP Process Enneagram Deeply Shared Values BOWL (Freedom & Order) Free Flow of Information Building Trust and Interdependence Walking the Plant; 5 Hrs./day Leaderfulness Developing
5 Different Plant Managers • Methyl chloride,
2,000# • Oleum, 22# • Doug Fish, Death Phosgene January 22-23, 2010
Top-Down Partner-Centered Safety Drifted Back to Top-Down