1. Building R-E-S-P-E-C-T at work Verna Blewett CQUni, Appleton Institute, Adelaide

2. Mutual Respect Collaboration Trust Autonomy and Job Control WHS in management decision making Healthy, safe and respectful workplace © 15 April 2015

3. ASET Process Blewett and Shaw, 1995 ‘Targets’ are outcome measures of WHS performance Ask - why do these occur? Conduct an incident investigation. T arget eg incidents, near-misses, lost time injuries, making errors… © 15 April 2015

4. Exposure  Target eg state of equipment, conditions in the workplace, behaviour eg incidents, near-misses, lost time injuries ‘Exposures’ are the immediate antecedents of incidents. To reduce incidents, reduce exposures - take them out of the workplace or minimise them - eg, work fewer hours. But is this the whole story? E xposure  T arget eg hours of work & fatigue, state of equipment, conditions in the workplace, behaviour… eg incidents, near-misses, lost time injuries, making errors… ASET Process Blewett and Shaw, 1995 © 15 April 2015

5. ‘Systems’ are the immediate antecedents of exposures. The nature of systems will lead to particular exposures being present in the workplace. ASET Process Blewett and Shaw, 1995 S ystems  E xposure  T arget eg roster design, training, purchasing policy, hazard management, recruitment procedures, information systems… eg hours of work & fatigue, state of equipment, conditions in the workplace, behaviour… eg incidents, near-misses, lost time injuries, making errors… © 15 April 2015

6. A tmosphere  S ystems  E xposure  T arget eg our reason for being and how we go about achieving that, our vision, values, common goals… eg roster design, training, purchasing policy, hazard management, recruitment procedures, information systems… eg hours of work & fatigue, state of equipment, conditions in the workplace, behaviour… eg incidents, near-misses, lost time injuries, making errors… The culture of an organisation determines the nature of management systems. The ASET Process explains how incidents occur. It’s used for planning and developing positive performance measures. ASET Process Blewett and Shaw, 1995 © 15 April 2015

7. Six principles of influence 1.Authority 2.Likeability 3.Reciprocity 4.Consistency 5.Consensus 6.Scarcity Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston: Allyn & Bacon. © 15 April 2015

8. A model for building respect at work © 15 April 2015

9. Platinum Rule 1 Remember you are working with people © 15 April 2015

10. Platinum Rule 1 Remember you are working with people  Don’t exhaust them  People aren’t machines  Treat them with dignity and respect © 15 April 2015

11. Platinum Rule 2 Listen to and talk with your people © 15 April 2015

12. Platinum Rule 2 Listen to and talk to your people  Be inclusive  Do it often  Value and develop people skills in HSRs, supervisors and managers © 15 April 2015

13. Platinum Rule 3 Fix things promptly © 15 April 2015

14. Platinum Rule 3 Fix things promptly  Don’t let issues fester  Keep people informed of progress  Don’t let them think things only happen in the land where pigs fly © 15 April 2015

15. Platinum Rule 4 Make sure your paperwork is worth having © 15 April 2015

16. Platinum Rule 4 Make sure your paperwork is worth having  Keep it current  Make sure it’s meaningful © 15 April 2015

17. Platinum Rule 5 Improve competence in work health and safety © 15 April 2015

18. Platinum Rule 5 Improve competence in OHS  particularly at management levels DILBERT © 15 April 2015

19. Platinum Rule 6 Encourage people to give you bad news © 15 April 2015

20. Platinum Rule 6 Encourage people to give you bad news –Canaries are the most important workers in a mine © 15 April 2015

21. Platinum Rule 7 Fix your workplace first © 15 April 2015

22. Platinum Rule 7 Fix your workplace first Before even thinking about the bells and whistles! © 15 April 2015

24. Platinum Rule 8 Measure and monitor the risks that people are exposed to © 15 April 2015

25. Platinum Rule 8 Measure and monitor risks that people are exposed to Don’t just react to incidents: fix things before they happen. Control risks at their source. © 15 April 2015

26. Platinum Rule 9 Keep checking that what you are doing is working effectively © 15 April 2015

27. Platinum Rule 9 Keep checking that what you are doing is working effectively  Are you achieving what you think you are?  Do you know where you are in OHS? © 15 April 2015

28. Platinum Rule 10 Apply adequate resources in time and money © 15 April 2015

29. Apply adequate resources in time and money Platinum Rule 10 © 15 April 2015

30. The only way to make a workplace healthy and safe is to make it healthy and safe there is no substitute for action! © 15 April 2015

31. Using the Model Organisational self-reflection Participative organisational review Participatively develop improvement strategies and interventions Participative evaluation of organisational change © 15 April 2015

32. Keep in mind…  have the serenity to accept the things you cannot change  the courage to change the things you can…  and the wisdom to know the difference…  that is - work on common ground  and work together to shift the boundaries to expand common ground with apologies to St Augustine The way we work © 15 April 2015

33. Key questions 1.What evidence do I have that what I want to do will be effective in building respect? 2.How do I know that people won’t be injured or made ill by what I want to do? © 15 April 2015

34. Key questions 3.Will what I want to do build dignity and respect in my workplace? 4.Will it increase autonomy and control in my workplace? 5.Will it encourage effective participation and collaboration? © 15 April 2015

35. Key questions 6.Will what I want to do eliminate risk and prevent hazards? 7.Will it focus on action where we can make a difference - or is it cleaning up afterwards? © 15 April 2015

36. Verna Blewett Adjunct Associate Professor Work Health and Safety Appleton Institute, CQUniversity Australia 44 Greenhill Road Wayville SA 5034 v.blewett@cqu.edu.au 0402 990 066

37. Acknowledgements NSW Department of Trade and Investment for the use of the 10 Platinum Rules Thanks to the CRC for Rail Innovation (established and supported under the Australian Government's Cooperative Research Centres program) for the funding of this research. Project No. R2.101: Keeping Rail on Track.