How to Develop an

Actively-Caring Culture:

Cultivating courage, compassion, and self-motivation

E. Scott Geller, Ph.D.

Alumni Distinguished Professor, Virginia Tech

Senior Partner, Safety Performance Solutions

CharlotteSafetySchool

April 9, 2010

Charlotte, North Carolina

610 N. Main Street

Suite 228

Blacksburg, VA 24060

Phone: (540) 951-7233

Fax: (540) 951-0723

E. Scott Geller, Ph.D. is a Senior Partner of Safety Performance Solutions, Inc. – a leading-edge organization specializing in people-based safety training and consulting. Dr. Geller and his partners at Safety Performance Solutions (SPS) have helped companies across the country and around the world address the human dynamics of occupational safety through flexible research-founded principles and industry-proven tools. In addition, for four decades, Professor E. Scott Geller has taught and conducted research as a faculty member in the Department of Psychology at Virginia Polytechnic Institute and StateUniversity, better known as Virginia Tech. In this capacity, he has authored more than 350 research articles and over 75 books or chapters addressing the development and evaluation of behavior-change interventions to improve quality of life.

His recent books in occupational health and safety include: The Psychology of Safety; Working Safe; Understanding Behavior-Based Safety; Building Successful Safety Teams; Beyond Safety Accountability: How to Increase Personal Responsibility; The Psychology of Safety Handbook; Keys to Behavior-Based Safety from Safety Performance Solutions; The Participation Factor; People-Based Safety: The Source;and People-Based Patient Safety: Enriching your culture to prevent medical error;coauthored by Dave Johnson. His latest book is entitled Leading People-Based Safety: Enriching your culture, and was recently published by Coastal Training Technologies Corporation.

Dr. Geller is a Fellow of the American Psychological Association, the American Psychological Society, and the World Academy of Productivity and Quality Sciences. He is past Editor of the Journal of Applied Behavior Analysis (1989-1992), current Associate Editor of Environment and Behavior (since 1982), and current Consulting Editor for Behavior and Social Issues, the Behavior Analyst Digest, and the Journal of Organizational Behavior Management.

Dr. Geller has written more than 100 articles for Industrial Safety and Hygiene News, a trade magazine disseminated to more than 75,000 companies. He has collaborated with Tel-A-Train Inc. and J.J. Keller and Associates in the development of various training series, which include videotapes, workbooks, and facilitators’ guides. For these innovative and creative works, beginning with a 1995 nationally renowned seminar series -- Actively Caring for Safety--the Society for the Advancement of Behavior Analysis honored Dr. Geller with an award for Effective Presentation of Behavior Analysis in the Mass Media.

Dr. Geller and his colleagues at SPS have worked with numerous organizations, both public and private, to tailor training and implementation efforts related to the psychology of safety. Past customers include both small and large organizations representing manufacturing, chemical processing, transportation, and service industries, including: Allied Signal, American Standard, ARCO Chemical, AT&T, Bayer, Bechtel, BF Goodrich, BHP Cooper, Cargill, Coca-Cola, Champion International, Chevron, Corning, ExxonMobil, Eli Lilly, Ford, General Motors, Georgia-Pacific, Hercules, Hewlett-Packard, Koch Refining, Leprino Foods, Lockheed, Lucent Technologies, Monsanto, Pacificorp, Power Bar, Rohm and Haas, Solutia, Textron, 3M, Toyota, Union Pacific Railroad, Wal-Mart, Westinghouse, Westvaco, and Weyerhaeuser.

Dr. Geller has been the Principal Investigator for more than 75 research grants involving the application of behavioral science for the benefit of corporations, institutions, government agencies, or communities in general. Both government agencies and corporations have funded his research including: the National Science Foundation; the National Institute for Occupational Safety and Health; the U.S. Department of Health, Education, and Welfare; the U.S. Department of Energy; the U.S. Department of Transportation; the National Highway Traffic Safety Administration; the National Institute on Alcohol Abuse and Alcoholism; the Centers for Disease Control and Prevention; General Motors Research Laboratories; the Alcoholic Beverage Medical Research Foundation; and the Virginia Departments of Energy, Transportation, Litter Control, Agriculture and Commerce, and Welfare and Institutions.

Scott Geller’s dedication, talent, and energy have helped him earn a teaching award in 1982 from the American Psychological Association and every university teaching award offered at Virginia Tech. Moreover, in 2001 Virginia Tech awarded Dr. Geller the University Alumni Award for Excellence in Research. In 2002, the University honored him withthe Alumni Outreach Award for his exemplary real-world applications of behavioral science, and in 2003 he received the University Alumni Award for Graduate Student Advising. In 2005, he was awarded the statewide Virginia Outstanding Faculty Award by the State Council of Higher Education, and Virginia Tech conferred the title of Alumni Distinguished Professor on him.

And, in 2009 the American Psychological Foundation awarded E. Scott Geller the prestigious Gold Medal Award of Lifetime Achievement by a Psychologist in the Public Interest.

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© Safety Performance Solutions
E Scott Geller

An Actively-Caring Culture

Can Be Cultivated.

Raising Awareness:

  • “Actively-Caring for People” Wristbands
  • Website

Holding People Accountable:

  • The “Actively-Caring Thank-You Card”
  • The Actively-Caring Accountability Chart

Increasing Self-Accountability:

  • Enhance Relevant Person States
  • Manipulating Perceived Equity
  • Facilitate Self-Directed Behavior

Person States Affect Actively Caring.

Consider the following questions:

  1. What has happened recently that influenced one or more of these person states for you?
  1. What could be done at work to benefit one or more of these person states for you?

The Actively Caring® Culture

Promotes Interdependency.

Degree of Courage Needed

Varies with Belongingness.

adapted from Geller & Veazie (2009)

Question:

How can belongingness be increased in your work culture?
Person States Can Be Assessed.

This is a questionnaire about your beliefs and feelings. Read each statement, then circle the number that best describes your current feelings. There are no "right" or "wrong" answers; this questionnaire only asks about your personal opinions. (These are sample questions from a comprehensive Safety Climate Survey.)

Highly Disagree / Disagree / Not Sure / Agree / Highly Agree
1) / I feel I have a number of good qualities. / 1 / 2 / 3 / 4 / 5
2) / Most people I know can do a better job than I can. / 1 / 2 / 3 / 4 / 5
3) / On the whole, I am satisfied with myself. / 1 / 2 / 3 / 4 / 5
4) / I feel I don't have much to be proud of. / 1 / 2 / 3 / 4 / 5
5) / When I make plans, I am certain I can make them work. / 1 / 2 / 3 / 4 / 5
6) / I give up on things before completing them. / 1 / 2 / 3 / 4 / 5
7) / I avoid challenges. / 1 / 2 / 3 / 4 / 5
8) / Failure just makes me try harder. / 1 / 2 / 3 / 4 / 5
9) / People who never get injured are just plain lucky. / 1 / 2 / 3 / 4 / 5
10) / People's injuries result from their own carelessness. / 1 / 2 / 3 / 4 / 5
11) / I am directly responsible for my own safety. / 1 / 2 / 3 / 4 / 5
12) / Wishing can make good things happen. / 1 / 2 / 3 / 4 / 5
13) / I hardly ever expect things to go my way. / 1 / 2 / 3 / 4 / 5
14) / If anything can go wrong for me, it probably will. / 1 / 2 / 3 / 4 / 5
15) / I always look on the bright side of things. / 1 / 2 / 3 / 4 / 5
16) / I firmly believe that every cloud has a silver lining. / 1 / 2 / 3 / 4 / 5
17) / My work group is very close. / 1 / 2 / 3 / 4 / 5
18) / I distrust the other workers in my department. / 1 / 2 / 3 / 4 / 5
19) / I feel like I really belong to my work group. / 1 / 2 / 3 / 4 / 5
20) / I don't understand my coworkers. / 1 / 2 / 3 / 4 / 5

Person States Can Be Assessed.

Scoring Procedures for the Actively Caring™Items

Self-Esteem (items 1-4) = feelings of self worth and value
(I am valuable). Actual scale = 16 items
(a) Add numbers for items 1 & 3.
(b) Add numbers for items 2 & 4 and subtract from 12. / Total 1=
Total 2=
Self-Efficacy (items 5-8) = general levels of belief in one's competence
(I can do it). Actual Scale = 23 items
(a) Add numbers for items 5 & 8.
(b) Add numbers for items 6 & 7 and subtract from 12. / Total 1=
Total 2=
Personal Control (items 9-12) = the extent that a person believes he or she is personally responsible for his/her life situation
(I am in control). Actual scale = 25 items
(a) Add numbers for items 10 & 11.
(b) Add numbers for items 9 & 12 and subtract from 12. / Total 1=
Total 2=
Optimism (items 13-16) = the extent to which a person expects the best will happen for him/her (I expect the best).
Actual scale = 8 items
(a) Add numbers for items 15 & 16.
(b) Add numbers for items 13 & 14 and subtract from 12. / Total 1=
Total 2=
Belongingness (items 17-20) = the perception of group cohesiveness or feelings of belonging (I belong to a team).
Actual scale = 20 items
(a) Add numbers for items 17 & 19.
(b) Add numbers for items 18 & 20 and subtract from 12. / Total 1=
Total 2=
Actively Caring TM Score = Sum of Self-Esteem, Self-Efficacy, Optimism, Personal Control, and Belonging Totals. / Total Score =

Perception of Fairness Affects Motivation.

Are the input/output ratios balanced?

Is it fair?

Am I satisfied?

Inequity Can Motivate or Demotivate.

Actively caring can reduce guilt.

Can one’s perceived output be increased?

People’s Equity Ratio Preferences Vary.

What is Your Equity Ratio Preference?

Divide 10 points between the two alternatives below to indicate your personal orientation.

IN ANY ORGANIZATION I MIGHT WORK FOR:

  1. It would be more important for me to:
  1. Get from the organization
  2. Give to the organization
  1. It would be more important for me to:
  1. Help others
  2. Watch out for my own good
  1. I would be more concerned about:
  1. What I received from the organization
  2. What I contributed to the organization
  1. The hard work I would do should:
  1. Benefit the organization
  2. Benefit me
  1. My personal philosophy in dealing with the organization would be:
  1. If I don’t look out for myself, nobody else will
  2. It’s better for me to give than to receive

When Are People Self-Directed?

  • A Self-Determinism Approach

Adapted from Deci & Ryan (1985)

  • An Empowerment Approach

Adapted from Bandura (1992)

  • A Values Approach to Self-Direction

Adapted from Geller & Veazie (2010)

When do values and behaviors match?

Actively Caring Requires Self-Direction.

  1. People are Self-Directed When They are

Self-Accountable.

  1. The More Outside Control,

the Less Self-Accountability.

  1. The More Obvious the External Control,

the Less the Self-Accountability.

  1. Mild Threats Influence More

Self-Accountability.

  1. Large Incentives Can Hinder

Self-Accountability.

  1. Perceived Choice Enhances

Self-Accountability.

  1. Perceived Choice is Greater

When Working to Achieve Success than

When Working to Avoid Failure.

When Values Match Behavior

People Are Self-Directed.

C-Words Determine Safety Success.

  • Compliance—Traditional Safety

  • Communication
/
/ Trust
Building
  • Candor

  • Consistency

  • Consensus

  • Competence
/
/ Situational
Leadership
  • Commitment

  • Courage
/
/ People-Based
Safety
  • Compassion

  • Caring

  • Culture

About Safety Performance Solutions (SPS)
With co-founder and senior partner E. Scott Geller, the worlds’ leading authority in the psychology of safety, and a team of professionals from the fields of industrial/organizational psychology, human factors engineering and ergonomics, and organizational design and development, SPS helps organizations manage the complexity of human behavior to achieve a Total Safety Culture.
Safety Culture Assessment

The SPS Safety Culture Assessment has 4 components:

1. Safety Culture Survey

To gain insight into the current safety culture as well as to track changes over time, the Safety Culture Survey measures employee perceptions about a variety of health and safety related issues. We also conduct structured interviews with representative employees to further explore the current safety culture.

2. Safety Management Systems Assessment (Maturity Paths)

The Safety Management Systems Assessment examines up to 10 different safety management systems, including:

- Leaders’ commitment to safety- Discipline- Reward & Recognition

- Behavior Based Safety (BBS)- Safety communication- Audits/inspections

- Incident Reporting/Investigations- Policies/procedures- Safety Committees

- Employee involvement/Accountability

SPS facilitates cross-organizational teams in completing this review. Resulting data is used to highlight current system strengths and refine system weaknesses.

3. Structured Interviews

Small group interviews are conducted with a representative sample of employees at all levels of the organization to gain additional details not provided in either the survey or the management systems assessment. In effect, the two tools described above reveal ‘how’ employees feel, and interview data helps explain ‘why.’ Questions consist of a standard set applicable to all organizations as well as a custom set derived from concerns raised in the survey and management systems assessment.

4. LEADS: 360 Degree Feedback on Leaders’ Behavior for Safety

This includes information on the LEADS assessment which is a comprehensive analysis tool to evaluate leadership behavior as it relates to optimizing safety culture and performance. This 360 degree feedback instrument highlights leaders’ behavioral strengths, pinpoints leaders’ performance weaknesses, targets coaching/developmental opportunities, increases self-awareness of leaders’ performance, aligns leadership performance with organizational objectives, and details and prioritizes improvement opportunities.

Behavior (People) Based Safety

Behavior-Based Safety Training and Consulting

We’ll provide as much or as little assistance as needed to help you design and implement a behavior-based observation and feedback process, train your employees or prepare your staff to train, and evaluate and guide the process as it matures.

RADAR: Data Management Software and User Workshop

This internet-based data tracking system will help you optimize the use of your company’s behavioral observation data. Simple, customized graphing and reporting functions allow you to compare and share observation data across all levels of the organization (corporate, site, department, workgroup, etc.) by any demographic category (job position, shift, department, etc).

Assess and Revitalize Your Existing Process

We offer assessments, refresher training, and other customized services to revitalize your new or mature observation and feedback process – regardless of whether SPS assisted with your initial implementation.

Leadership Development

Executive and Senior Leadership

Creating a high performance culture requires a common vision and effort from everyone. SPS helps address leadership’s role in changing, supporting, and maintaining a positive culture as a part of their daily operations. We help define the critical leadership behaviors (roles and responsibilities) needed to achieve safety excellence and help leaders develop the skills needed to excel at those responsibilities.

Supervisor Leadership

The front line supervisor is key to successful safety performance. SPS helps provide supervisors the “people skills” needed to successfully contribute tothe vision of aTotal Safety Culture. We help define the specific behaviors needed from supervisors, help them develop the skills needed to excel at those responsibilities, and introduce accountability processes to support their performance. Areas of focus often include coaching/mentoring skills, communication skills, and the influence of management practices and systems on safety performance.

Developing Personal Responsibility

Developing Personal Responsibility in Ourselves and Others

All people need to take personal responsibility for safety to reduce the probability of injuries and to optimize the safety culture. This workshop will detail guidelines to help increase our own personal responsibility and leadership skills to help develop personal responsibility in others.

Ergonomics

Ergonomics Process Development

An observation and feedback process can be a useful tool to help control ergonomic risks, serving as both an assessment and hazard reduction tool. We can customize a new or existing observation system to be an integral part of a comprehensive ergonomics program.

Ergonomics Issues for Operations and Maintenance Personnel

We offer stand-alone workshops for operations and maintenance employees to understand, identify, and correct ergonomic hazards.

Ergonomics Issues for Office Personnel

We offer stand-alone workshops for office employees to understand, identify, and correct ergonomic hazards.

Incident Analysis

Behavior-Based Incident Analysis Workshop

Effective incident analysis processes should enable participants to discover the true root causes of incidents involving human behavior while fostering a “fact finding” rather than “fault finding” atmosphere. Through the application of behavior- and person-based psychology principles, SPS can help refine your incident analysis process and prepare personnel to lead truly effective incident analyses.

Hazard Recognition and Human Error Reduction

Hazard Recognition Workshop

The hazards most likely to cause harm are not necessarily the ones that get noticed. Likewise, things leaders say and do can influence appropriate emotional and behavioral responses to hazards. This workshop provides methods for increasing accurate risk perception, maximizing on the job hazard recognition, and reducing on the job errors.

Designing Jobs to Encourage Mindfulness and Reduce Error

Operating on automatic pilot regardless of the situation can lead to errors, property damage and injury. This workshop focuses on the structure or design of jobs and tasks that influence mindfulness and error reduction.

Off-the-Job Safety Culture Survey

This 50-item survey is designed to measure employees’ beliefs, attitudes, and practices regarding off-the-job safety. Organizations are increasingly concerned with employee fatalities and injuries occurring away from work. In many cases, employees fail to “take home” optimal safework practices which may lead to off-the-job injuries and fatalities. Specific survey categories include: Safety Values and Awareness, Home Safety Hazard Recognition and Response, Desired Off-the-Job Safety Emphasis, Vehicle Safety, Safety Communication with Family/Friends.

Annual User’s Conference

Our annual conference is designed to bring organizations together to network and discuss successes and lessons learned on the journey to achieve a Total Safety Culture.

Sample of SPS Clients

3M  Advanced Elastomer Systems  AgipKCO Albany International Alcan  Amcor Sunclipse  ARCO Pipeline  Astaris  Aveda BaxterBayer  BD Biosciences Bechtel  BF Goodrich BHP Billiton Borden Chemical  Bostik  Bowater  Bristol-Myers Squibb  Cargill Grain Cargill Steel (North Star Steel)  Caterpillar  Chevron Products  Coca-Cola  Colorado Department of Human Services Computer Science Corporation Conectiv Energy  Conoco-Philips Corhart Refractories (Saint-Gobain)  Corning  Corning Cable Systems  Cytec Engineered Materials Dow  Duracell  ESCO  East Jordan Iron Works  Ecolab  Eli Lilly  Ensign Drilling (Caza Drilling) Estee Lauder  Exxon Coal and Minerals  ExxonMobil Chemical  Forrester Construction  Florida Power & Light FMCFreudenberg  Frito Lay  General Dynamics (National Steel & Shipbuilding)  Great Northern Paper  Hercules  Hewlett-Packard  Hoechst Celanese  Hollingsworth & Vose  Honeywell (Allied Signal) HMTIdaho National Lab Imperial Oil  Infineum  JEA  Johnson & Johnson  Johnson ControlsPine Bend Resources (Koch Refining)  Kennecott  Kiewit Corporation Kimberly Clark  Kraft Foods  Kumba Resources (ISCOR)  L.L. Bean  Land O’Lakes  Leprino Foods  Lewis Tree  Lockheed  Los Alamos National Labs Lubrizol  Lucent Technologies  Luminant  Lyondell Chemical (ARCO Chemical) Lyondell Basell  Merck  Mirant  Monsanto  Morflex  Nabors Well Services  National Grid (Niagara Mohawk)  National Park Services  Noble Metals  Norpac  North Dakota Gasification Co.  Noveon  Ondeo-Nalco  Otis Elevator  PacifiCorp Panhandle EnergyParsons  Pennsylvania Power & Light  Pfizer Pharmaceuticals  Pharmacia/Upjohn  Pike Electric  Pratt & Whitney  Rayonier  Rhone-Poulenc  Rio TintoRohm & Haas S&MESRP-Salt River Project  Searle  Sentry  Shell Lubricants  Singapore Technologies  Skanska  Solutia  Sonopress  Southern Fineblanking  Square D  St. Marks Powder Sunoco Chemicals  Sweet Ovations TRW Terumo Cardiovascular Systems  TIC – The Industrial Company  TesoroThe Trans Group  Titan America  Transocean  Traylor Brothers Toyota Motor Manufacturing  Trane  Turkey Hill DairyTVAUnion Pacific Railroad  UOP  Valero Energy  Virginia Power  Walsh Construction  Warner Lambert  Wausau PaperWestinghouse  Westvaco Chemical  Weyerhaeuser  Wisconsin Electric  Wyeth Pharmaceuticals