Becoming a High Reliability Organization: Part 2 Establishing and Maintaining a Culture of Safety
Becoming a High Reliability Organization: Establishing and Maintaining a Culture of Safety
CRP Sustainable change
Establishing and Maintaining a Culture of Safety • Define Safety Culture and associated concepts • Evaluate HRO “best practices” for consistent performance • Identify key elements of leadership for improving CRP performance • Discuss strategies for holding onto the gains
Safety Culture Working Definition SAFETY CULTURE is the enduring value and priority placed safety by everyone in every group at every level of an organization.
Understanding & Managing Safety Culture • Culture is not steady-state, it moves • For the most part, the movement is predictable and manageable • There is a cultural pendulum in most organizations • ‘Situational Awareness’ of cultural trends is key for management
Safety Culture Working Definition
So why is there so much emphasis on creating a culture of safety?
Background “When a person gets on an airplane, their chances of dying are one in 10,000,000. When a person is admitted to a hospital, the risk of dying or being seriously injured by medical error is one in 300�. Sir Liam Donaldson, CMO NHS UK
Remember: Key Characteristics of HROs • Low error tolerance and high accountability • Preoccupation with failures • Broad knowledge base and situational awareness • Resiliency: HROs bounce back fully plus • Perceive accurate links between cause and effect • Consistency of purpose and excellence
We have to “standardize,� so that we achieve consistently excellent performance of our staff in the facility.
Rules
Policies
Law
Procedures Courtesy Tillman Gabriel
Getting Your Team Commitment • Apple pie rationale • Protect employees and families • Protect customer and public • Accidents can put you out of business • Stigma of ANY adverse event
• Safety is a competitive advantage
Team Leadership • Establish norms or agreed standards of acceptable and unacceptable conduct • Set clear priorities and a framework for how the team will operate • Emphasize safety, communication and cooperation
Effective Leaders • In charge of their team and their facility • Exercise role and responsibility with an appropriate amount of authority • Effectively match experience and competence of the team to requirements of task and clinical situation
“The Balance”
Effective Leaders: Understand their Teams • Do they seem detached? • Are their any hidden agendas? • Are any members of the team fatigued, angry, frustrated or distracted?
Leadership Vision “The very essence of leadership is that you have a vision…a vision you articulate clearly and forcefully on every occasion.” -Theodore Hesburgh, President, University of Notre Dame
Power and Leadership Leadership power is much more than the use of force...it is influencing others to truly WANT to achieve a goal
Power and Leadership • Being the manager gives you the authority to accomplish the task and authority in the organization • It does not make you a leader...it simply makes you the boss • Leadership makes people want to achieve high goals and objectives…bosses tell people to accomplish a task or objective
Strategies
Implementation Keys • Outline critical steps in to ensure they are completed on time • Identify and react to barriers that might effect team’s success • Establish specific courses-of-action for sustainable wins • Identify, evaluate, and implement measurement systems for tracking progress
Your customer • Included • Informed • Engaged • Enticed • Encouraged • Completely Satisfied
What Does Management Commitment Really Mean? • Incorporating incentives (or disincentives) into staff performance evaluations • Defining, and establishing in writing, goals for the organization in terms of performance expectations, time allotted, resources available, and evaluation • Review goals regularly with staff and customers as often as practicable • Show your staff and that this is an organizational imperative rather than saying that it’s theirs
Team Involvement Strategies • Develop ownership - bring multi-level team in on the decision making and planning process • Enable individual success, while maintaining the well-being and stability of the team • Engage individuals in achieving team objectives • Give team authority to get things accomplished in the most efficient and timely manner
Key Elements of Implementing a Cultural Change • Manage the number of initiatives • Train, then measure, evaluate, retrain, reevaluate, repeat • Drive to completion, then spread exponentially • Undertake new projects as initiatives are completed, standardizing everything possible enroute • Don’t declare “completion” prematurely
Why do all of these things when you’re already so busy?
• It’s in everyone’s best interest
• We can’t afford not to do it
Spence Byrum Managing Partner Convergent HRS, LLC sbyrum@convergenthrs.com (901) 337-5796 www.convergenthrs.com
Session Evaluation Information
SESSION TITLE: High-Rel2 SESSION CODE: L-T1045