2024年5月4日发(作者：dlink路由器默认密码)

Cultures are one of those complex elements that result from a

combination of both intentional design and unintentional consequence of

cause and effect. Moreover, each culture is unique and often is made up

of subcultures of level, trade, tenure, ethnicity and even university

alumni.

For years I have been approached by individuals who say, “We need to

create a safety culture because we don't have one around here.” Often

these individuals do not realize that they likely already have a safety

culture at their workplace, just not the one they prefer. To transform an

organization into one capable of sustaining excellent performance in

safety, quality and other operational areas, it is ideal to begin by

assessing the current climate and culture. After all, it often is said, “A

culture is why we do what we do.”

Cultures most commonly are defined as common practices, shared

attitudes and perceptions that influence behavioral choices at work and

away. Experience has taught us that several things influence a culture,

such as location, leadership, supervisory styles, peer pressure,

workplace conditions and logistics, to name a few.

Through a coordinated assessment process, a safety culture can be

measured, and thus improved. After gaining a better understanding of

the assessment's significant findings, the critical few findings that have

the potential for the greatest transformational impact on improving the

site's safety culture are identified, prioritized and addressed. This article

provides a foundation to guide the reader through an internal

assessment of their site or company culture. These seven vital steps

have been followed hundreds of times throughout the world with great

success.

STEP 1 — REVIEW DOCUMENTATION, PROGRAMS AND

POLICIESFamiliarize yourself with documentation on current and past

programs, initiatives and previous audits. Further insight can be

provided by understanding the work order process, effectiveness of

communication channels, safety committee(s), incident investigation

process, incentives and rewards and recognition programs.

Consider performing a Pareto Analysis of the past 3-5 years' incident

reports. Look for the vital precautions that represent personal prevention

opportunities as a way to ground the data collected during the

assessment. In addition, consider identifying trends within commonly

collected variables that result from incident reports. An understanding of

the safety roles, responsibilities and expectations of those in leadership

positions provides insight into the support behaviors and safety

leadership onboarding norms within the organization. This information is

critical to provide an understanding of the cultural foundation and helps

you identify where to focus discussions and identify transformational

opportunities.

STEP 2 — COMMUNICATE PRIOR TO EMPLOYEE INTERACTIONThis is

your first opportunity to set a positive path for the culture assessment.

While to some it might not be perceived as valuable, sites that skipped

this step reported uncomfortable first experiences and guarded

responses.

Inform all within the organization of the activities of the assessment. Pay

special attention to ensure all that the discussions will be anonymous and

you only will be interviewed with your peers to allow for open and honest

discussions. This principle is critical to the process.

The employees will need to understand that the purpose of the

assessment is not to find fault, but to identify the opportunities to further

proactively improve. Several site leaders have closed with the following

statement: “I sincerely thank you in advance. Your feedback on the

strengths of and opportunities to improve our safety culture is the only

way we can ensure we are going in the right direction with our safety

improvement efforts.” Consider closing this step by validating

communication occurred, rather than simply assuming.

STEP 3 — CONDUCT A LOCATION WALKAs early as possible in the visit,

a site tour should be arranged. The tour should include the major (if not

all) areas of the site where work is in progress. The goal of the tour is to

give the assessor an overview of logistics, tasks and basic safety issues

involved in site processes. If the assessor is familiar with the location,

this tour can help provide an understanding of group and individual

behaviors and how they differ when individuals are working in teams or

alone.

STEP 4 — LEADERSHIP DISCUSSION

A half-hour briefing can be scheduled for management and key

personnel, if needed and feasible, to build awareness. This is the

opportunity to thank the leaders in advance for their support and to

ensure they are comfortable with the initiative. The goal is to discover

the facts about the culture and identify transformational approaches to

excellence. While they should be aware that this is a high priority, the

activities should not negatively affect operational activities. Moreover, it

is critical that they understand the assessment is not a fault-finding

process.

In organizations with represented work forces, it is critical to include the

elected bargaining unit leadership in the safety improvement

discussions/interviews. Unions typically consider safety one of their

highest priorities and will help ensure the success of accident-prevention

efforts as long as they have the opportunity to ensure these efforts do

not run counter to other objectives. This initial and continuous

involvement is an absolute critical success factor.

STEP 5 — UTILIZE A CUSTOMIZED SAFETY PERCEPTION SURVEY

While there are several off-the-shelf perception surveys available to

organizations, this author strongly encourages organizations to develop

their own. Generic perception surveys do not always measure the

intended perceptions. They gather information on general categories and

often miss out on specifics.

STEP 6 — CONDUCT GROUP & INDIVIDUAL INTERVIEWS

Measuring a culture involves a complex metric of perceptions, workplace

realities, past incident history and inter-connectivity of the people.

Perceptions are only a component of the answer, not the answer itself.

Current focus, definition of safety, communication effectiveness,

knowledge support, past history of successes and failures, support for

change and likes and dislikes are among the topics of discussion.

One-on-one interviews with key individuals can be used for obtaining a

deeper understanding of the information collected from the customized

safety perception survey. Focus groups can be comprised of a

representative sample of all levels, shifts and major tasks within the

organization. For smaller locations, the assessor is encouraged to speak

with the entire population. Focus groups participate in highly interactive

group interview sessions. They typically involve groups of no more than

10 people and are led by a trained facilitator. Focus groups generally

encourage interaction among participants. A well-led focus group tends

to yield extremely rich insight.

Ensure the group discussion occurs by-level to protect anonymity.

Standard safety culture interview questions should be used, but it is

common for an interview to deviate from the prepared questions to

explore responses in greater depth.

STEP 7 — PROVIDE A REPORT FOCUSING ON INTERNALLY ACTIONABLE

ITEMS

Most safety culture assessments are performed with the objective to

determine the nature, direction, perceptions and capabilities of the site

or company personnel as they work together to prevent accidents.

Additionally, the assessment should investigate organizational readiness

for both rapid and sustainable safety improvement, and aim to discover

factors that may facilitate or inhibit such improvement.

The author encourages the assessor to conduct an exit meeting with key

personnel on the last day of the assessment to discuss preliminary

findings (i.e., the general findings, factors that would support

improvement, factors that could challenge efforts and initial internally

actionable recommendations). Additionally, this session should address

how the current organizational, operational issues impact safety success

at the location. If the site has bargaining unit representation, the site is

encouraged (depending on relationship and openness) to involve the

union leadership in the closing discussions.

It is recommended that the final report focus on identifying internally

actionable transformational findings and be delivered within a relatively

short time frame following the completion of the on-site assessment

activities, so as not to lose momentum.

THE REPORT IS DELIVERED, WHAT NEXT?

Assessing the safety culture often provides valuable, actionable insight.

Consider integrating the steps mentioned in this article into your annual

review of effectiveness. The tactics to develop an understanding from the

many levels of an organization are usable in more than a structured

assessment. Involving people in change has proven to be more effective

than briefing them on resulting impact. Developing a culture, like

communication and effective leadership, is gained through a continued

journey, not an event.

I would like to offer a simple principle about cultures that has proven to

be helpful to organizations that have achieved excellence in multiple

operational categories. Your organizational culture is by far your most

effective safety sustainability mechanism. Moreover, the cultural

elements previously discussed have a far-reaching impact into the

personal lives of those within it.

Developing a culture that focuses on achieving safety excellence offers

principles to individuals that assist them in their personal quests to

remain injury-free throughout life. Most importantly, it has a positive

impact on the things most people care about more than anything in this

world: their family and their family's safety. With this in mind, what could

be a more noble cause than developing a culture of safety excellence?

Editor's Note: Part Two of this series will discuss the strategies to take a

safety culture assessment report and internally establish a culture of

safety excellence.