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Building the Immune System of Your Safety Programs

2018-01-30_resilience_blog

When discussing the AIER model as applied by high-reliability organizations in their safety programs, we're referencing the 4 core disciplines implemented to ensure serious and fatal incidents do not occur. These 4 disciplines are: Anticipation, Inquiry, Execution and Resilience. This ebook will cover the fourth and final discipline: Resilience.

Resilience is the final stage in the cycle of the AIER model, in that it requires the information and implementation of the first three disciplines to reinforce a strong safety culture. The resilience aspect of the AIER model is represented mainly in part by an organizations internal training programs, but it is truly being built throughout the process of the first three disciplines. Resilience takes place in the communication of safety expectations and goals generated from internal findings.

Resilience is the key to sustaining a healthy safety culture in the workplace. Through the process of implementing safety activities through anticipation, inquiry and execution, an organization is building the foundation of systematic communication and expectations. The process is also creating a database of information which can be analyzed and used to improve the safety program. Therefore it is pivotal to have a management system in place to efficiently collect, store and analyze the information. Efficiency

Resilience is built on 3 levels:

1) Training
2) Communication
3) Self-Ownership

Training

As a new employee in any organization, training is one of the first tasks we complete to be properly prepared for the work at hand. These are the materials, whether they be slide show presentations, videos, or live classes that teach employees the proper ways to complete work in a safe and proper manner. The mistake often made with training is it is viewed from a compliance standpoint, as opposed to an opportunity to teach, learn and instill expectations. A "best practice" in training implementation is including a performance-based competency aspect to guarantee proper instruction and understanding of the training. This not only proves the job can be done properly, but also provides an opportunity for feedback and communication.

How do we know we're training on the right things? Resilience in a safety program comes from the ability to adapt to different variables that we encounter and continuously improve the processes. By collecting data through anticipation and inquiry, we have information that we can evaluate to ensure our training procedures are being effective and more importantly, identify which ones are least effective. By "auditing" the training programs themselves, organizations can improve the quality and content of training. Training alone cannot be the single factor to keeping an organization resilient to workplace incidents, but it provides the groundwork for the second level of resilience: communication.

Communication

In our ebook Where to Start in Safety: Communication we discuss the importance of building strong lines of communication up and down the organization. Through open communication with things like proactively reporting safety barriers, BBS observations, tool box talks, etc. A level of trust is built among the organization. In a healthy safety culture, this trust begins being built during the training portion. This is the opportunity to communicate the expectations that safety is a priority and that communication has to be reinforced DAILY through positive interaction. Once the line of trust has been built with open communication, employees will grow in taking ownership of safety.

Self-Ownership

Resilience has reached maturity and a healthy safety culture can be sustained when employees openly take ownership in the safety programs. By implementing the AIER model, you are empowering employees to make a positive impact on the safety of the workplace. Throughout the process you are arming your employees with the tools and knowledge to create a safe workplace and empowering them through strong communication and trust. This level of ownership by the employee has to be openly supported by management in order to continuously improve and foster the trusting relationship. With the proper training and communication of expectations generated from internal needs established from the process, a healthy safety culture can be sustained. Resiliency

Download our ebook Sustaining Safety: Resilience

A New Solution to Solve Today's Safety Challenges
A Case Study in Safety Excellence
 

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Wednesday, 18 July 2018