The Human Factors of Process Safety and Worker Empowerment in the Offshore Oil Industry Proceedings of a Workshop (2018) / Chapter Skim
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8 Training for Empowerment
8 Training for Empowerment
Pages 65-72
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From page 65... ...
(Hoyle) • The promotive voice that suggests how to improve the func tioning of a work unit or organization can yield better results than the prohibitive voice that condemns particular actions.
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From page 66... ...
Training in the Navy does not rely on these assumptions, he stated, but on carefully designed training experiences and follow-through. He explained that these follow-through activities include • providing reminders to apply the learning; • providing relearning opportunities; • enabling additional learning to improve performance; • ensuring that learners have the resources and time needed to apply and integrate the learning; and • providing mentoring to guide continued learning and development.
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From page 67... ...
"I'm the first person to step up and say, ‘I don't know the answer to that, let me go find it out for you.' Unfortunately, a lot of guys offshore are too proud to say, ‘Look, I need help and I don't understand.' It's getting those guys to make that phone call to say, ‘I need some help,' and not worry about looking like a fool or like they're incompetent." All these points are embodied in the idea of professionalism, Fry added, which includes • working with passion; • sharing your knowledge; • using approved parts, materials, and technical data; • using proper tools; • being a diligent judge of quality; and • always following the correct procedures. Fry concluded by referring to a survey done in the aviation industry that identified the reasons mistakes are made as including boredom, failure to understand instructions, lack of available instructions, doing rushed work, pressure from management to defer work, fatigue, distractions at a critical time, shift changes, poor communication, use of incorrect parts, poor lighting, and unauthorized maintenance.
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From page 68... ...
" Put another way, Lacy continued, if the goal is safe and reliable operations, which leaders and what leadership actions create a culture that is highly unlikely to suffer numerous fatalities and major process safety incidents? Lacy emphasized what he called a human and organizational factors "algebra," in which perceived rewards are balanced with perceived costs, including penalties.
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From page 69... ...
Chemical Safety Board, most safety training in offshore operations, as in other areas, focuses on personal safety, but "you have to figure out what kind of business you are in." The offshore oil business has to be concerned with low-probability, high-complexity, and high-consequence events, he observed, and "the training needs to reflect that world." For decades, he continued, the offshore oil industry experienced no major events, and that history bred complacency. "That's normal," he said.
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From page 70... ...
He cited one meta-analysis that looked at these proximal person-related factors in terms of distal situation-related factors and distal person-related factors.1 Examining more than 90 studies on safety and safety performance, it found a strong relationship between safety knowledge and safety performance, Imada reported, which "is really good news, because otherwise we shouldn't be having this session." "By giving people knowledge about safety," he argued, "we can improve safety performance and reduce the number of events that we have." According to Imada, the meta-analysis also found a strong relationship between organizational safety climate and leadership and voluntary safety performance, and voluntary performance is at the heart of empowerment. "What empowerment is about is that people step beyond what they are supposed to do," he explained.
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From page 71... ...
He identified having safety meetings run by employees, not by trainers, as a good way to reinforce use of the promotive voice. Imada closed by citing employees actively involved in or running safety meetings as an example of employee participation and empowerment, illustrating a possible level of engagement that is realized through training and empowerment.
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