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Posted By Robert_N
I All,
I would like to ask for some help finding some ideas on how to build a non blame culture as at my site I feel that incidents aren't reported because of the old management ways which have happily long gone. The facility director is top dollar and gives a lot of time to health ans safety its just the work force I need to change the mind set.
Please give any web sites of action that have worked for you.
many thanks
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Posted By Kieran J Duignan
Robert
Culture change has been discussed on several threads on this Forum in the past, often in terms of 'behavioural safety'. So you may find it useful to check out past threads.
A fundamental criticism of 'behavioural safety' is that it endeavours to impose systems of control, based on observation, that may not be justifiable outside high hazard areas.
An alternative standpoint has emerged based on coaching (NOT mentoring); it is designed to stimulate and support people at all levels to give thought and effort to safety issues at every hands' turn. Literally.
Perhaps the leading safety coach has been David Sarkus who's at www.DavidSarkus.com
There are some chartered safety and health practitioners in membership of the BPS Special Group for Coaching Psychology, which you can visit at www.bps.org.uk.
And there's a brillant study called 'Beyond the Blame Culture, by Michael Pearn and Chris Mulrooney, which I think was publisehd by Gower about 1995. They study over 100 articles by senior managers about their own greatest errors, published in The Independent on Sunday. Pearn and Mulrooney then analyse the cognitive, social and behavioural mechanisms involved in systematically moving from 'blaming' to 'learning'. Their writing had the great advantage that they themselves actually practised doing what they advocate, as Pearn demonstrated as Chief Supervisor within the BPS Division of Occupational Psychology, the context in which I knew him.
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Posted By Steve
Start with ‘staff engagement’ not just in safety, but on a broader level. Allow staff to develop their own systems of work, rosters, work allocation etc. Give them this ownership. It’s their business, and its success is ultimately down to them.
Allow anyone to say what they think in a ‘open and honest’ environment. If they think something doesn’t work right, let them develop a better alternative.
Actively promote this culture of openness. It’s scary to begin with, as it feels as if you’re handing control to employees. And you’ll always get a few of the ‘old school’ who are reluctant to change. But once a few of the key figures on both sides buy into the concept, the results are outstanding from a business/culture point of view.
We’ve done it, and our people really believe they are ‘years’ ahead of everyone else in their outlook at work.
It’s a leap of faith for management teams, but honestly, let go.
Your no blame culture just falls from this environment. But (and this is a ‘but’ as big as Hyde Park) it has to be led from the top, and across all functions of the business.
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Posted By Raymond Rapp
Robert
Not wishing to be pedantic, but a true no blame culture cannot possibly exist due to legal impositions. However, you can and should aim for a low blame culture, where the reporting of incidents takes precedence over disciplinary measures.
Ray
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Posted By Sally
Be careful that a 'no blame' culture doesn't also become a 'no responsibility' culture. All workers still need to fulfil there responsiblities to the best of their abilities and if they don't should be held to account.
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Posted By D H
I agree with Raymond - some of the legislation looks for someone to blame so we can prosecute - but I agree some people should be severely punished for their actions or failure to take actions.
Kieran - is there a down loadable version of the paper you mentioned?
Dave
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Posted By Andy Brazier
The idea of a no blame culture has been superceded by a just and fair culture. A good explanation is at http://www.flightsafety.org/gain/just_culture.pdf
The forward to the paper says that
"The term ‘no-blame culture’ flourished in the 1990’s and still endures today. Compared to the largely punitive cultures that it sought to replace, it was clearly a step in the right direction. It acknowledged that a proportion of unsafe acts were ‘honest errors’ (the kinds of slips, lapses and mistakes that even the best people can make) and were not truly blameworthy, nor was there much in the way of remedial or preventative benefit to be had by punishing their perpetrators. But the ‘no-blame’ concept had two serious weaknesses. First, it ignored - or, at least, failed to confront - those individuals who wilfully (and often repeatedly) engaged in dangerous behaviours that most observers would recognise as being likely to increase the risk of a bad outcome. Second, it did not properly address the crucial business of distinguishing between culpable and non-culpable unsafe acts."
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Posted By Kieran J Duignan
Hello
I've just gone out in the cold to my library in the garden :-)
So, here are the details of the title I referred to earlier: 'Ending the Blame Culture', M. Pearn, C Mulrooney, T Payne, Gower, 1998.
The storyline is:
Part I. Coming to terms with mistakes
Part II. Harnessing the Positive Power of (Intelligent) Mistakes
As it's no longer in print or available through www.amazon.co.uk, it's probably best to get it from The British Library through your local library. Well worth making the effort as it's very readable as well as sound paychology.
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Posted By D H
Thank you Kieran - take the time to warm up now please
Dave
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Posted By Jay Joshi
I attended a series of workshops during the 7th Behavioural Safety & Leadership User Conference organised jointly by Ryder marsh, IIRSM & HSW (Lexis-Nexis)and the term "Just Culture" was used. This concept balances safety & accountability, i.e. gross willful violations would be dealt with, but fairly & consistently
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Posted By Kieran J Duignan
To the extent that a 'no blame' culture means a 'Can Do', Will Do' culture to you, this website offers valuable downloadable free resources as well as invaluable readable books to buy for modest prices:
www.jimcollins.com
The site is run by the author of the research report 'Good to Great'(Collins, 2001), probably the best researched report in non-technical language on the mainsprings of sustained economic success in business. Although a couple of the 11 case studies he reports have disintegrated this year, the substance of the case for a no-blame, 'hardiness' culture probably remains valid as well as inspiring.
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Posted By Jonathan Sandler CMIOSH
please check my name and see replies I had on this topic
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Posted By MP Grayson
The no blame culture has one fundamental flaw which is inherently built in.
"At the end of the day the Management always wants to know who it is that they are not actually blaming".
Crack on.
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