Building a Shared Value for Safety/创建安全价值观

martin吴晓

The development of a strong safety culture depends on relationships within the organization. But how do you develop the value for safety when relationships don’t yet exist? This was the challenge for two global companies joined in a merger. Each brought to the new company similar safety practices and initiatives, including well-developed behavior-based safety efforts at many locations. They each also brought distinct ways of doing things.
Soon after the merger, site safety facilitators and corporate leaders partnered to form a safety networking group. The group was open to all locations in the new company, and its charter was to support the safety efforts they had in common. The group kicked off with a meeting held at a lodge selected specifically for its remote environment and minimalist amenities. As one leader put it, “You can’t spend the night in your room watching television when there is no television.”
The forced closeness helped the group confront some of the barriers to building a common platform for safety. In addition to talking through the uncertainty that comes with a merger, participants from some sites shared how numerous changes in ownership had made their employees hesitant to get too invested in anything, including safety. Meeting in person helped allay these concerns, especially the fear that safety efforts would suffer more dramatic change. Leaders discovered that they actually had a lot of values in common. They all shared a commitment to improving safety processes and a value for building internal expertise. Many leaders also recognized a shared bad habit of “doing everything yourself,” rather than developing the expectation and value for collaboration with employees at all levels in finding safety solutions.
The group adapted a “grab, gather, give, and guts” networking practice to develop the new culture. Networking participants were expected to “grab” new expertise they identified in other groups, “gather” solutions through collaboration, “give” knowledge gleaned through their own experience, and, finally, show “guts” by relating painful lessons learned. Within a short time, the group’s activities were fueling safety innovations at dozens of locations in several countries. In addition to helping people make the transition to the new organization, the group credits networking activities with raising safety issues to the corporate level as site-level facilitators now routinely partner with organizational leaders on safety performance issues.

sapiens

好文章，可惜没有出处。