Throw out your scale and stop weighing yourself. It’s not about the numbers it’s about a lifestyle change.
For any of us who have tried to lose a few pounds we’ve been given some version of that advice. It’s good advice as well. One of the main challenges that people face when trying to lose weight is being distracted (and frustrated) by the numbers. The numbers on a scale can be frustrating, but more importantly they can be a huge distraction from the real objectives that you may have.
Ultimately losing 10 pounds is not a problem statement. Losing 10 pounds, or lowering your blood pressure and any number of health benefits that people want to achieve are a result of a much bigger objective. That is a permanent lifestyle change, or change in behavior.
It makes sense as well. If you step back from a view of health focused on the numbers on a scale, you’ll note that fitness and health have many contributing factors. Nutrition, exercise, stress levels and sleep are just some of the contributing factors when it comes to fitness and ultimately weight loss. To successfully make permanent improvements in your fitness you need to consider all of these factors as well as accept how they are interrelated. In other words, you need to understand the behavioral model that ongoing health and fitness requires.
It’s a hard message (implied here is that weight loss isn’t easy, or particularly fast), but it’s a sensible, thought out approach to permanent behavior change.
It’s interesting that the world of safety is in a similar predicament to those of us trying to slim down. Many organizations end up singularly focused on a granular metrics to measure safety. Be it incident rates, accident frequency, loss time at work or others. However, safety is more than just any one of these numbers.
Safety, and a culture of safety, for any organization really is the sum total of a number of factors all affecting day to day behavior. Accidents don’t’ just happen because of bad luck. All too often accidents occur after periods of persistent unsafe behavior.
So the question is, can we model out what this playbook or recipe for safe behavior is?
I think we can….
A Structured Model for Safety
Any exercise in modeling behavior should take into account the unique variables that any organization may have. That being said there are some common areas of influence that shared by nearly any organization.
The starting point for building out a model of safety for your organization is to look at those common elements. These include:
How does your organization define safety?
If these expectations, policies and procedures are clearly defined, there are they captured. Do you have systems in place and provide your employees with easy access to controlled documents such as job safety analyses, risk registers and safety data sheets? As they say, knowing is only half the battle, writing down and making what you know accessible is the other half.
How are your organizations expectations of safe behavior communicated through your organization?
Do you include regular structured training for all team members so that they are aware of policies and procedures that apply organization wide as well as skills and certifications they may need for their specific roles? From on ongoing communication standpoint, does your organization reinforce this training with regularly occurring meetings? Safety meetings, executive meetings, stakeholder meetings and reviews can all be powerful tools to help maintain regular communication to reinforce your safety culture.
- Organizational Learning
When issues arise or incidents occur. Do you have a structured process and centralized system to log, your incidents?
Issues and incidents can happen at even the safest organizations, so when they do occur it is absolutely critical that the details of what happened are tracked and logged so that corrective actions can happen in real time, and ongoing analyses can happen to provide long term improvements.
- Continuous Improvement
Any behavioral change initiative, including those related to safety have to involve ongoing evaluation and re-evaluations.
Audits, formal inspections and reporting incidents of nonconformance can be powerful tools in tracking your safety initiatives in both a qualitative and quantitative way. These pools of data can be used not only to evaluate the current state of your safety culture, but can be data points used to forecast out ongoing opportunities for improvement as well.
Your organization may have other contributing factors to your safety culture but these 4 foundational pillars are a great starting point. Remember, changing behaviors is more than just tracking any individual metric. It’s an exercise in understanding all the interrelated elements and turning each of these individual dials in a way that results in the sum performing better than any one of the individual parts.