Feel free to copy this Safety Briefing to friends and colleagues and to use in safety meetings and training events. However, if you wish to publish it in newsletters or websites please email for permission. (bill.robb@safetyimprovers.com)

Safety Observation Systems – What Stops Them Working Even Better?

Full Briefing in PDf format
( Right click and Save Target As )

A safety observation system (SOS) is a brilliant way of reducing incidents. Nowadays we prepare so well (risk assessments, permits and toolbox talks) that many of the accidents occur not while doing the job! Many accidents happen going to and from the job or just going about our daily tasks. Just about the only tool we have for reducing these is an effective SOS.

A great SOS develops a culture where it becomes second nature to see potential unsafe conditions and acts and to take steps by removing the condition or stopping the act.

Unfortunately, some SOSs don’t work as well as they should. We’ve been called on recently to find out why and in this Safety Briefing I’ll share with you the hindrances that prevent a SOS working well and some suggestions for overcoming them.

The hindrances fall into two broad groups – unhelpful behaviours and flaws in the system.

Unhelpful behaviours

• Even though they know what to do and even though they know the SOS is a good tool, some people are still embarrassed or afraid to stop others. They don’t want to offend or cause confrontation.
• Some people feel they are being criticised or patronised when stopped and react aggressively – telling the one who stopped them “&£@@ off”.
• Some people use the SOS as a weapon to get back: “he put a stop on me so I’ll put one on him”.
• Those doing the stopping unintentionally “tell people off” or use words that make people feel stupid and embarrassed.
• People are not completing the SOS card because they feel they have “done the most important bit of stopping” or they just couldn’t be bothered.

Solutions

• 1.)The secret here is in the SOS training concentrate on behaviours. The technical stuff is easy – it’s giving people the courage to stop others that’s important. Stress the friendly, helpful protective nature of our SOS. We are helping each other. It’s NOT a criticism – it’s not a retaliation – it’s just good people striving to help each other.
• 2.)Coach people in how to use words to stop people without offending – don’t lecture or criticise. It should be a short (less than two minutes) helpful comment.
• 3.)Similarly, stress that when someone stops you, the first word out of your mouth should be “thank you”. You may not agree and a discussion could follow – but the first response should be gratitude.
• 4.)Stress that an aggressive reaction to a stop will not be tolerated – telling someone to “piss –off” when they are trying their best to use our SOS damages our safety culture.
• 5.)Make the SOS card as simple as possible and stress that tracking trends helps us pick u serious safety threats – the card is just as important!
• 6.)Watch out for training that involves people going through lots of workbooks and videos. It’s a start, but its not enough – and may even put people off.

Flaws in the system

• Some managers/supervisors don’t use the SOS as often and as high-profile as they could.
• In rare instances managers ask for names of who did the unsafe act reported on a SOS card.
• In rare instances a person has been disciplined for something recorded on a SOS card.
• Some companies allow using the SOS to record mechanical defects.
• Too much time is spent on the analysis and presentation of data, with time-consuming fancy pie charts and reports.

Solutions

• 7.Clearly if people don’t see leaders doing using it they won’t think it important so they don’t think it’s important and don’t do it. Managers should be submitting at least five cards per day. Praise people even more profusely when they submit many or meaningful SOS cards.
• 8.Never ask for the names of individuals as this destroys the anonymity approach. Coach people NOT to use the SOS for serious offences but to report it as a disciplinary matter.
• 9.Never discipline someone for something on an SOS. Again, don’t use the SOS for serious breeches of procedure. If SOS becomes associated with disciplining it won’t work well.
• 10.Have a separate system for mechanical defects. If you allow both on the same SOS, most people will take the easy route and report defects – having conversations is more difficult.
• 11.Cut down the bureaucracy. Do we really need to type in every SOS card? Wouldn’t it be enough to tally up the types of observations so we can see the trend. Keep any SOS reports to less than one page and omit the pie charts. Rather spend time observing!

Additional solutions

• 12.During the induction for new starts increase by 500% the explanation of how the SOS helps us and how it is non-threatening – make people as comfortable with it as possible.
• 13.During their talks with new starts OIM should virtually “beg” people to put in SOS cards. “We rely on you as new start/visitors to help us – please use our SOS”.
• 14.Keep up the training and reminders about how good SOS is for us. Even good systems deteriorate with time if energy is not put in.
• 15.If necessary introduce a quota of so many SOS cards per trip. Controversial I know, but SOS is too valuable a tool to leave to chance.

If you want a review of your SOS and more information on the 3-hour Revitalise Your Safety Observation System, contact Dr Bill Robb at bill.robb@safetyimprovers.com

Feel free to forward this Safety Briefing to colleagues who may benefit. Safety Briefing is published occasionally and enrolment is free at Safety Briefings Your comments on this briefing and ideas for future ones will be gratefully received.

Full Briefing in PDf format
( Right click and Save Target As )

Copyright 2009 © Dr William Robb

< < See All Briefings