Safety and Performance Total Respect Management (TR3M): A Novel Approach to Achieve Safety and Performance Proactively in Any Organisation

Description

This book is not about performance. It is also not about safety. It is about both performance and safety, and how these two are unavoidably linked, in all circumstances whether they like it or not. It is the combination of tireless attention for and performance and safety that delivers sustainable profits in any organisational context. To this end, the authors elaborate and describe an approach that can be used exactly for dealing with performance and safety in one go, and asking the right questions at the right time to the right people. The idea is to align the different teams and levels within the organisation through shaping the right mental models, dialogue, and respect. Leadership and management practices are indispensable in this regard, and the book therefore explains their roles and tasks as well. Applying the concepts, approaches, models, practices and recommendations given and expounded in the book leads to excellent sustainable results as well as the long-term viability of any organisation. This book includes chapters on mental models, measuring unsafe situations/activities, risk management, dialogue skills, leadership models, change management, and organisational alignment. The approach that is explained herein is called Total Respect Management and can be considered as a user-friendly way to achieve safety (Safety-I) and performance (Safety-II) proactively in any organisational context. Contents Preface Chapter 1 Setting the Scene 1.1. Safety and Performance, Two Sides of the Same Coin 1.2. Safety-I and Safety-II 1.3. Growth, Progress and Sustainability 1.4. Opportunities and Threats 1.5. Shareholders and Stakeholders 1.6. Important Challenges The Answer Is 25 Per Cent! Conclusion Chapter 2 Total Respect Management, an Integrated and Systemic Approach to Achieve Excellence 2.1. Respect 2.2. A Systemic Approach 2.3. Levels of Awareness of Complex Adaptive Socio-Technical (Organisational) Systems 2.3.1. Events 2.3.2. Trends and Patterns 2.3.3. Systems 2.3.4. Structures 2.3.5. Mental Models - Cultures 2.3.6. Safety Nudges 2.4. An Integrated Approach 2.5. The Cynefin Framework 2.5.1. The Quality of Perception 2.5.2. Simple Domain 2.5.3. Complicated Domain 2.5.4. Complex Domain 2.5.5. Domain of Chaos 2.5.6. Domain of Disorder 2.6. The Cynefin Framework and Risk Management 2.6.1. An Example: Sound Recordings of a Concert 2.7. Cynefin and TR³M 2.7.1. Leadership and Respecting People 2.7.2. Management and Respecting Profit 2.7.3. Excellence and Respecting the Planet Conclusion Chapter 3 Total Respect Management – The Philosophy 3.1. A Matter of Cheese and Holes 3.1.1. Latent Conditions – Objectives Not Safeguarded/Protected 3.1.2. An Example: 4M 3.1.3. Active Failures – Objectives Not Safeguarded/Protected 3.1.4. An Example: Latent Condition or Active Failure? 3.2. Safety, Performance and Sustainability 3.2.1. Conflicting Objectives? 3.2.2. Corporate Social Responsibility 3.2.3. Heinrich and Reason Revisited 3.2.4. The Concept of Unsafety 3.2.5. Definitions Providing a Foundation for Safety Science (by Peter Blokland*) 3.2.6. Heinrich’s Pyramid and Consequences of Human Error 3.3. Measuring (Un)Safety 3.3.1. Level of Impact 3.3.2. An Example: Volkswagen Group 3.3.3. Categories and Dimensions of Objectives 3.3.4. The Numbers Tell the Tale 3.4. Uncertainty Management and High Reliability Organisations 3.4.1. HRO Principle 1: Targeted at Disturbances 3.4.2. HRO Principle 2: Reluctant for Simplification 3.4.3. HRO Principle 3: Sensitive towards Implementation 3.4.4. HRO Principle 4: Devoted to Resiliency 3.4.5. HRO Principle 5: Respectful for Expertise Conclusion Chapter 4 A Measuring System for (Un)Safety 4.1. Loss Categories 4.1.1. Time Loss 4.1.2. Emotional/Psychological Loss 4.1.3. Material Loss 4.1.4. Financial Loss 4.1.5. Physical Loss 4.1.6. Reputational Loss 4.1.7. Functionality Loss 4.1.8. Environmental Loss 4.1.9. Considerations 4.2. Severity Levels 4.2.1. Time 4.2.2. Money 4.3. Logical Levels (of Awareness) 4.3.1. Context/Environment 4.3.2. Behaviour 4.3.3. Competences 4.3.4. Values and Convictions 4.3.5. Identity/Ambition 4.3.6. Mission 4.3.7. Vision Examples of Losses Conclusion Chapter 5 Total Respect Management – The Methodology – Leadership 5.1. The Quality of Perception, Mental Models, Dialogue and Change 5.1.1. Quality of Perception 5.1.2. Mental Models 5.1.3. The Organisational Undercurrent 5.1.4. Dialogue and Change 5.1.5. Leadership, Management and Excellence 5.2. Leadership as a Process 5.2.1. Looking at Leadership and Management as Separate Processes 5.3. Aligned Leadership and Systems Thinking – The Fifth Discipline 5.3.1. Getting All the Wood Behind One Arrow 5.3.2. Personal Mastery 5.3.3. Mental Models 5.3.4. Shared Vision 5.3.5. Team Learning 5.4. Aligned Leadership and the Logical Levels of Awareness 5.4.1. Vision 5.4.2. Mission 5.4.3. Ambition (Identity and Role Identity) 5.4.4. Values and Convictions 5.4.5. Skills and Capabilities 5.4.6. Behaviour 5.4.7. Context/Environment 5.5. Leadership and Management 5.5.1. Leadership and the Cynefin Framework 5.6. Basic Principles in Leadership 5.6.1. TR³M – The Ten Commandments of Leadership 5.6.1.1. Know Your Mission, Know Your Goal(s) 5.6.1.2. Develop a Clear Strategy on How to Reach Your Goals and How You Will Fulfil Your Mission 5.6.1.3. Communicate Your Strategy and Vision in a Clear and Easy to Understand Way towards Yourself, Your Collaborators and Other Appropriate Stakeholders 5.6.1.4. Actively Listen to Yourself, Your Collaborators and Other Appropriate Stakeholders 5.6.1.5. Decide! Immediately When It Is Necessary, after Communication and Consultation Whenever This Is Possible 5.6.1.6. Behold Integrity and Take up Your Responsibility! Talk the Talk and Walk the Walk! Be Honest Towards Yourself, Your Collaborators and Other Stakeholders 5.6.1.7. Be Respectful Towards Yourself, Your Collaborators and Other Stakeholders 5.6.1.8. Be Flexible! The Most Flexible System Is the Best Performing One! 5.6.1.9. Be Empathetic. Do Not Deny and Become Aware of Your Own Feelings and Have Sympathy for the Feelings of Your Collaborators and Other Stakeholders 5.6.1.10. Have Compassion and Understanding for Yourself Your Collaborators and Other Stakeholders. There Is No Failure, Only Feedback 5.7. Level 5 Leadership Conclusion Chapter 6 Total Respect Management – The Methodology – Management 6.1. From Leadership to Management 6.2. All Management Is Risk Management 6.2.1. From Risk Management to Enterprise Risk Management 6.2.2. COSO ERM 6.2.3. ISO 31000 6.3. Integrating Risk Management in an Organisation 6.3.1. ISO 31000 as a Way to Integrate Risk Management in Organisations 6.3.2. Eleven Principles of Risk and Total Respect Management 6.3.3. A Framework to Integrate Risk Management in Organisations 6.3.4. A Process to Manage 6.4. The Eleven Principles 6.4.1. Risk Management Creates Value 6.4.2. Risk Management Is an Integral Part of Organisational Processes 6.4.3. Risk Management Is a Part of Decision Making 6.4.4. Risk Management Explicitly Addresses Uncertainty 6.4.5. Risk Management Is Systematic, Structured and Timely 6.4.6. Risk Management Is Based on the Best Available Information 6.4.7. Risk Management Is Tailored 6.4.8. Risk Management Takes Human and Cultural Factors into Account 6.4.9. Risk Management Is Transparent and Inclusive 6.4.10. Risk Management Is Dynamic, Iterative and Responsive to Change 6.4.11. Risk Management Facilitates Continual Improvement and Enhancement of the Organisation 6.5. The Framework 6.5.1. Mandate and Commitment 6.5.2. Design of the Framework 6.5.2.1. Understanding the Organisation and Its Context 6.5.2.2. Establishing the Risk Management Policy (on an Operational Level) 6.5.2.3. Designating Risk Owners for Identified Risks and Determining Their Accountability 6.5.2.4. Establishing How Risk Management Will Be Integrated into All Organisational Processes 6.5.2.5. Determining the Resources That Are Needed and Which Will Be Provided, to Implement the Plan and Integrate Risk Management throughout the Entire Organisation 6.5.2.6. Establishing Internal Communication and Reporting Mechanisms Regarding the Management of Risks 6.5.2.7. Establishing External Communication and Reporting Mechanisms Regarding the Management of Risks 6.5.3. Implementing Risk Management 6.5.4. Monitoring and Review 6.5.5. Continual Improvement of the Framework 6.6. The Risk Management Process 6.6.1. Communication and Consultation 6.6.2. Establishing the Context 6.6.2.1. General Context 6.6.2.2. External Context of the Organisation 6.6.2.3. Internal Context of the Organisation 6.6.2.4. Context of the Risk Management Process 6.6.2.5. Defining Risk Criteria 6.6.2.6. Some Techniques 6.6.3. Risk Assessment 6.6.4. Risk Identification 6.6.4.1. Risk Registration and Wording 6.6.4.2. Some Techniques 6.6.5. Risk Analysis 6.6.5.1. The Level of Risk 6.6.5.2. Considerations 6.6.5.3. Assessments 6.6.5.4. Some Techniques 6.6.6. Risk Evaluation 6.6.7. Risk Treatment 6.6.7.1. Risk Treatment Options 6.6.7.2. Considerations 6.6.7.3. Risk Treatment Plan 6.6.8. Monitoring and Review 6.6.9. Documenting the Process Conclusion Chapter 7 Total Respect Management – The Methodology – Excellence 7.1. Perception and the Ladder of Inference 7.1.1. The Human Sensorial System 7.1.2. The Human Brain 7.1.3. Making Sense of Things 7.1.4. Building up Assumptions 7.1.5. Building up Inferences 7.1.6. Developing Beliefs 7.1.7. Judgement, Decisions and Actions 7.2. Reality and Attitude 7.3. Continuous Improvement and Excellence 7.4. Great by Choice 7.5. KARAF, a Model and a Process 7.5.1. Attitude and Reality 7.5.2. Knowledge 7.5.3. Action 7.5.4. Results 7.5.5. Analysis 7.5.6. Feedback 7.6. KARAF and Leadership 7.7. KARAF and ISO 31000 7.8. A Way to Deal with ‘Increasing Complexity’ 7.9. KARAF as a Process 7.10. Seven Domains of Excellence 7.10.1. Effectiveness 7.10.2. Quality 7.10.3. Productivity 7.10.4. Safety 7.10.5. Ergonomics 7.10.6. Ecology 7.10.7. Efficiency 7.10.8. Excellence 7.11. Karaf, Excellence and Performance Management 7.11.1. Performance Indicators 7.11.2. A Level of Excellence 7.11.3. Risk Criteria Conclusion Chapter 8 Change Management and Organisational Alignment 8.1. Leadership, Management, Excellence and Organisational Alignment 8.2. Climate and Culture 8.3. An Organisational Alignment Model for the Creation of a Culture of Excellence 8.3.1. Ladder of Inference – Direction and Orientation – Flywheel of Alignment Part 1 8.3.2. Creating a Culture of Excellence – Strategic Component – Flywheel of Alignment Part 2 8.3.3. Creating a Culture of Excellence – Operational Component – Flywheel of Alignment Part 3 8.3.3. Creating a Culture of Excellence – The Flywheel of Alignment 8.4. Alignment of Strategy and Culture Conclusion Chapter 9 Dialogue Skills and Working Methods for Total Respect Management 9.1. Giving Dedicated Attention to the People You Lead 9.1.1. What Is It About and Why Is It Important? 9.1.2. Which Ideas and Concepts Are Useful? 9.1.3. What Can One Do to Give Dedicated Attention to People? 9.2. Showing Vulnerability By Expressing One’s Own Feelings, Admitting One’s Own Mistakes and Indicating One’s Own Personal Limitations and Capacities 9.2.1. What Is It About and Why Is It Important? 9.2.2. Which Ideas and Concepts Are Useful? 9.2.3. What Can One Do to Show Vulnerability? 9.3. Listening at Different Levels 9.3.1. What Is It About and Why Is It Important? 9.3.2. Which Ideas and Concepts Are Useful? 9.3.3. What Can One Do to Listen Empathetically? 9.4. Giving and Receiving Compliments and Appreciation 9.4.1. What Is It About and Why Is It Important? 9.4.2. Which Ideas and Concepts Are Useful? 9.4.3. What Can One Do to Give Compliments and Appreciation? 9.5. Giving and Receiving Feedback 9.5.1. What Is It About and Why Is It Important? 9.5.2. Which Ideas and Concepts Are Useful? 9.5.3. What Can One Do to Give and Receive Feedback? 9.6. Discovering Talents and Learn to Use Them 9.6.1. What Is It About and Why Is It Important? 9.6.2. Which Ideas and Concepts Are Useful? 9.6.3. What Can One Do to Discover Talents? 9.7. Use and Recognise Body Language 9.7.1. What Is It About and Why Is It Important? 9.7.2. Which Ideas and Concepts Are Useful? 9.7.3. What Can One Do to Recognise Body Language? 9.8. Recognise and Deal with Resistance 9.8.1. What Is It About and Why Is It Important? 9.8.2. Which Ideas and Concepts Are Useful? 9.8.3. What Can One Do to Recognise and Deal with Resistance? 9.9. Stimulate Responsibility 9.9.1. What Is It About and Why Is It Important? 9.9.2. Which Ideas and Concepts Are Useful? 9.9.3. What Can One Do to Stimulate Responsibility? 9.10. Make and Respect Arrangements 9.10.1. What Is It About and Why Is It Important? 9.10.2. Which Ideas and Concepts Are Useful? 9.10.2.1. SMART Arrangements 9.10.2.2. 4 MAT Method Vertical Axis: Perceiving – Experiencing versus Conceptualisation Horizontal Axis: Processing – Reflecting versus Acting 9.10.3. What Can One Do to Make and Respect Arrangements? 9.11. Handle Diversity and Create Synergy 9.11.1. What Is It About and Why Is It Important? 9.11.2. Which Ideas and Concepts Are Useful? 9.11.3. What Can One Do to Handle Diversity and Create Synergy? 9.11.4. Core Quadrants 9.12. Stimulate Creativity 9.12.1. What Is It About and Why Is It Important? 9.12.2. Which Ideas and Concepts Are Useful? 9.12.2.1. Creative Observation 9.12.2.2. Postponed Judgement 9.12.2.3. Flexible Association 9.12.2.4. Divergence 9.12.2.5. Developing Imagination 9.12.3. What Can One Do to Stimulate Creativity? 9.13. Appreciative Inquiry (AI) 9.13.1. What Is It About and Why Is It Important? 9.13.2. Which Ideas and Concepts Are Useful? 9.13.3. Considerations on Appreciative Inquiry 9.14. Provide for a Situation Where It Is Possible to Discuss Problems 9.14.1. What Is It About and Why Is It Important? 9.14.2. Which Ideas and Concepts Are Useful? 9.14.3. What Can One Do to Discuss Problems? 9.15. Set Targets and Achieve Goals 9.15.1. What Is It About and Why Is It Important? 9.15.2. Which Ideas and Concepts Are Useful? 1. Self-Awareness 2. Conscience 3. Independent Will (Mind over Matter) 4. Creative Imagination 9.15.3. Considerations on Setting Targets and Achieving Goals 9.16. Setting Priorities 9.16.1. What Is It About and Why Is It Important? 9.16.2. Which Ideas and Concepts Are Useful? Quadrant 1 Quadrant 2 Quadrant 3 Quadrant 4 9.16.3. What Can One Do to Set Priorities? 9.17. Put forward and Carry out the Organisation’s Vision, Mission and Ambitions 9.17.1. What Is It About and Why Is It Important? 9.17.2. Which Ideas and Concepts Are Useful? 9.17.3. How to Put forward and Carry out the Organisation’s Vision, Mission and Ambitions? 9.18. Handle Conflicts 9.18.1. What Is It About and Why Is It Important? 9.18.2. Which Ideas and Concepts Are Useful? 9.18.3. What Can One Do to Handle Conflicts? 9.19. Work Towards Win-Win Situations 9.19.1. What Is It About and Why Is It Important? 9.19.2. Which Ideas and Concepts Are Useful? Giving in and Giving up Hacking Away and Conflicting Greedy and Competing Inspiring and Committing 9.19.3. What Can One Do to Reach Win-Win Deals? 9.20. Establish a Balance between Control and Trust 9.20.1. What Is It About and Why Is It Important? 9.20.2. Which Ideas and Concepts Are Useful? 9.20.3. What Can One Do to Establish Balance between Control and Trust? Conclusion Chapter 10 Total Respect Management in Practice - The ‘Framework’ and the ‘Cube’ 10.1. A Framework Which Connects Processes 10.2. Swiss Cheese and Processes 10.3. Combing Processes into a Box – The TR³M Cube 10.4. TR³M’s Basic Processes 10.4.1. Leadership 10.4.1.1. Vision 10.4.1.2. Mission 10.4.1.3. Ambition 10.4.1.4. Values and Convictions 10.4.1.5. Competences and Capabilities 10.4.1.6. Behaviour 10.4.1.7. Context 10.4.2. Management 10.4.2.1. Communication and Consultation 10.4.2.2. Establishing the Context 10.4.2.3. Risk Identification 10.4.2.4. Risk Analysis 10.4.2.5. Risk Evaluation 10.4.2.6. Risk Treatment 10.4.2.7. Monitoring and Review 10.4.3. Excellence 10.4.3.1. Attitude 10.4.3.2. Reality 10.4.3.3. Knowledge 10.4.3.4. Action 10.4.3.5. Result 10.4.3.6. Analysis 10.4.3.7. Feedback 10.5. TR³M’s Value Processes 10.5.1. Value Input 10.5.1.1. Capital and Funding 10.5.1.2. Equipment 10.5.1.3. Labour 10.5.1.4. Primary Resources and Energy 10.5.1.5. Education and Research 10.5.1.6. Marketing and Publicity 10.5.1.7. Insurances and IP 10.5.2. Value Creation 10.5.2.1. Quality 10.5.2.2. Safety and Security 10.5.2.3. Effectiveness 10.5.2.4. Efficiency 10.5.2.5. Productivity 10.5.2.6. Ergonomics 10.5.2.7. Ecology 10.5.3. Value Output 10.5.3.1. Organisation 10.5.3.2. Co-Workers 10.5.3.3. Customers 10.5.3.4. Competitors/Collaborators 10.5.3.5. Suppliers 10.5.3.6. Shareholders 10.5.3.7. Society 10.6. TR³M’s Communication Process 10.6.1. Content 10.6.2. Message 10.6.3. Carrier 10.6.4. Encoding 10.6.5. Connection and Transmission 10.6.6. Reception 10.6.7. Decoding 10.7. Combining Processes 10.8. TR³M’s Additional Toolbox 10.8.1. Investigation Framework 10.8.1.1. Mission 10.8.1.2. Methods 10.8.1.3. Money 10.8.1.4. Man 10.8.1.5. Machine 10.8.1.6. Medium 10.8.1.7. Management 10.8.2. Three Organisational Levels of Perception and Action 10.8.3. Strategy and Culture 10.8.4. Spiral Dynamics 10.8.5. Risk Management Tools 10.8.5.1. Disney Strategy 10.8.5.2. SWOT 10.8.5.3. Common Cause Analysis 10.8.5.4. Failure Mode and Effect Analysis (FMEA) 10.8.5.5. Six Thinking Hats (De Bono) 10.8.5.6. What if? 10.8.6. TR³M’s Seven D’s 10.8.6.1. Dream 10.8.6.2. Develop 10.8.6.3. Dare 10.8.6.4. Do 10.8.6.5. Dedicate 10.8.6.6. Distribute 10.8.6.7. Disseminate Conclusion Chapter 11 General Conclusion References Author Contact Information Index Blank Page