Training for Work Place Committees and Health and Safety Representatives

Module 2 -

EFFECTIVE COMMITTEE MEMBERS

AND REPRESENTATIVES

1.UNDERSTANDING THE ORGANIZATIONAL CONTEXT

1.1SCOPE

1.2ORGANIZATIONAL FACTORS TO CONSIDER

1.3 REPORTING PROCEDURES

1.4 COMMITTEE PITFALLS

2.APPRECIATING OTHER VIEWS

2.1INDIVIDUAL VS GROUPS

2.2EMPLOYEE VS MANAGEMENT

2.3IMPACT OF RECOMMENDATIONS

3.REACHING A CONSENSUS

3.1PROBLEM SOLVING APPROACH

3.2 ACTIVE INTERPERSONAL COMMUNICATION DURING THE MEETING

3.3 MANAGING CONFLICT

EXERCISE - INSTRUCTIONS TO THE PARTICIPANTS

EXERCISE BACKGROUND

4. REFERENCES & ACKNOWLEDGEMENTS:

Module 2 - EFFECTIVE COMMITTEE MEMBERS

AND

REPRESENTATIVES

1.UNDERSTANDING THE ORGANIZATIONAL CONTEXT

1.1SCOPE

Committees can be very useful and effective in contributing towards the overall Health and Safety performance of the department, and the effectiveness of a committee is normally a reflection of the effectiveness of its members. This session will provide some guidelines on how to become an effective member of a work place committee.

Employee Concerns

Take a special interest in the activities and operations of organizations, other than your own, that are resident in your facility. Try to understand how and what each organization contributes towards the common departmental goal.

Advisory Role

As a member of a work place committee it is important to realize that your role, as well as that of the committee, is primarily advisory. While committees are generally not accountable or responsible for their actions, or lack of action, they are providing a contribution in decision-making.

To repeat an important point, understand clearly to whom the committee formally reports. This is normally a senior level manager who has the authority and resources to implement decisions, taking into account a committee's recommendations. In some cases, a senior manager might chair, or be a member of a committee, and these special situations may not require naming a person to whom the committee reports. In a manner of speaking, it is always important to keep in mind that members of a committee report to the employees they represent as well.

Remember: committees and representatives are advisors to management.

1.2ORGANIZATIONAL FACTORS TO CONSIDER

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Training for Work Place Committees and Health and Safety Representatives

Although committee composition requirements tend to separate committee members into management and employee representative "sides", it is not intended that these positions be "adversarial" in nature. Positive and cooperative attitudes by all committee members in discussing and resolving problems are essential for the successful operations of a work place committee.

The challenges and tasks presented to you as a committee member will depend to a certain extent upon the workplace location represented by that committee. For example, a committee representing employees working in a material storage warehouse will deal with occupational problems somewhat different from those found in a white collar office environment. Employer needs and concerns will be different.

Committee members should be fully aware of the type of operations and activities carried out at a particular work location. This will prove helpful to the committee member in relating to employee problems and concerns and representing the best interests of the employer or management in this regard.

Departments also have a national policy committee at the corporate level where policies and procedures having impact throughout an entire department and its regions, are consulted upon.

1.3 REPORTING PROCEDURES

It is a legal requirement that committees report their activities to the employees they represent through posting minutes of meetings at locations easily accessible by employees. It is also required that minutes of meetings be kept on file should a Human Resources and Social Development Canada (HRSDC) Health and Safety Officer ask to see them. It is not required that minutes of meetings be forwarded to the Regional Office of HRSDC, however, most departmental level safety officers require copies following each meeting. HRSDC does require that an Annual Report of Committee Activities be forwarded to them by March1 of each year outlining activities relating to the previous full calendar year.

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Training for Work Place Committees and Health and Safety Representatives

1.4 COMMITTEE PITFALLS

An effective committee member understands that more work is done, and better solutions are found, when an atmosphere of co-operation and trust is fostered between the management and employee representative sides. In those situations where adversarial positions and attitudes impede upon reason and compromise, not much gets accomplished.

An effective committee member gains an appreciation of the operational and environmental problems specific to that work location. For example, the committee representing employees working primarily in an office building would most likely discuss Health and Safety concerns far different from those of a committee representing employees working in a warehouse or laboratory.

An effective committee member recognizes the importance of well managed and well timed meetings. This can offset a number of pitfalls that committees can fall into such as:

  • Failing to adhere to an approved list of agenda items. This can lead to lengthy and non-productive discussion on issues that may be unrelated to occupational Health and Safety;
  • A feeling of disappointment or discouragement when corrective action may not be implemented as quickly as initially expected. This might be the case when corrective action to a situation might be costly and complex such as in building renovations;
  • Attempting to recruit the input of specialists external to your organization without first explaining your full case and intentions to senior management beforehand;
  • Failing to listen to, and consider, the views and opinions expressed by your counterparts. The committee provides a forum for the exchange of views and opinions on a variety of OHS issues and there should always be room for latitude and compromise.

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Training for Work Place Committees and Health and Safety Representatives

Under some circumstances, committees develop corrective recommendations in an effort to resolve certain problems and the recommended corrective action does not get done. In special cases where the recommended corrective action calls for substantial outlays of funds, or where specialized contractual arrangements need to be made, some delays can be acceptable but if this is not the case, committees should follow up on any lack of action within a reasonable time frame.

As a precaution, time frames can be incorporated into corrective recommendations as they are formulated.

Another serious problem that can have demoralizing consequences is when the person or persons to whom the committee reports is not clearly identified. Presumably, it is the senior or executive manager that arranges for the establishment of the committee in the first place, but this is not always the case. A committee without someone to formally report to is like a ship without a rudder - it will go nowhere. The only exception to this is where a senior manager might sit as co-chairperson for the management side.

2.APPRECIATING OTHER VIEWS

2.1INDIVIDUAL VS GROUPS

As a member of a committee, you are responsible for expressing certain points of view, which may be in conflict with others' opinions on the same issue. When two parties such as employees and management get together, it is difficult to speak freely and without inhibition; and it is difficult to be patient and understanding when assessing the merits of contradictory opinions.

2.2EMPLOYEE VS MANAGEMENT

Some concerns have been expressed at times that employee representatives feel ill-at-ease when sitting around a table with managers and/or supervisors. (Of course, there have been occasions where the converse of this was true as well). This is where an atmosphere of discussion and co-operation is so important to ensure effective results.

At times, staff relations issues may come up in the committees or representative forum. Members should be mindful that the intent of the work place committee meeting is to address health and safety issues, while union-managements issues are better dealt with in other forums, such as the union-management committee.

2.3IMPACT OF RECOMMENDATIONS

The ability of a committee to achieve consensus on a contentious issue reflects an important achievement. The impact of consensus is great since that consensus represents in writing (minutes) the view of both the employee representatives and the management of the organization.

3.REACHING A CONSENSUS

3.1PROBLEM SOLVING APPROACH

This is an effective use of the problem solving process in order to reach a collaborative decision.

3.1.1FACT FINDING

The first step is to gather all the facts. This can usually be achieved through discussions with the parties involved by recording all the facts.

It is important not to take sides; you must try to be as objective as possible and non-judgmental. It is therefore preferable not to make comments or express opinions. Emphasize points of clarification if necessary. It is crucial that you distinguish between facts perse, interpretations of these facts and outright opinion, i.e. based on inferences you make.

3.1.2IDENTIFICATION OF THE PROBLEM(S)

When all facts have been gathered the problem (s) can then be isolated; a problem defined is half solved.

3.1.3IDENTIFICATION OF THE CAUSES

After the problem has been clearly identified, what caused it can be determined. If the fact finding step was carefully done, identification of the cause(s) will be much easier.

3.1.4IDENTIFICATION OF POTENTIAL SOLUTIONS

In order to reach an acceptable solution, several potential alternatives should be identified and the advantages and disadvantages of each clearly analyzed, understood and accepted.

3.1.5SELECTION OF A SOLUTION

Before a course of action is decided upon, all parties should have the chance to "weigh" the pros and cons of each proposed action. Factors to consider: cost/time/impact. Don't forget to consider possible negative consequences.

3.1.6ACTION – PLAN

Commitment regarding meetings, documentation, time frames, responsibilities, etc.

3.1.7FOLLOW-UP

Post an implementation evaluation strategy/techniques i.e. re-identification of the problem, preventive practices.

3.2 ACTIVE INTERPERSONAL COMMUNICATION DURING THE MEETING

3.2.1 Purpose:

The aim is to create and foster a climate of open, honest, non-threatening exchange of divergent points of view.

3.2.2 To ensure understanding and acceptance of a clear, concise complete and collaborative course of action requires paying attention and understanding that:

  • The Verbal Message (the actual words you use, the facts presented, and the logic) carries only 7% of the message.
  • The other 93% is carried by the tone of voice used (38%) and your non-verbal behaviour (55%) i.e. eye contact, facial expression, how fast you speak, movement of your hands, head and body.

3.2.3 Why Take The Trouble?

In a meeting context, it is crucial that:

  • People have a chance to present relevant, important facts, data, specifics, methods, etc.
  • All pertinent points of view be "aired" by all parties involved... and listened to.
  • Quality, timely solutions are found.
  • All contribute to the best of their knowledge, experience and judgement.
  • Disruptive behaviour is curtailed.

By simply paying attention and checking for understanding, there will be better understanding of the common purpose and a freer flow of information. Committee members will make useful contributions and be more committed to solving problems and making the necessary decision(s).

3.3 MANAGING CONFLICT

3.3.1 REALIZATION OF ITS INEVITABILITY

  • Previous contacts and negative experiences often result in mistrust.
  • Specialists often cannot see other perspectives.
  • Strong desire for continuation of status quo.
  • Fear of losing status, control.
  • Reluctance to share power.
  • Inflated concern for self-image (i.e. be seen to present a tough bargaining stance).

3.3.2 CATEGORIES OF CONFLICT

Facts-perception, knowledge, interpretation.

Methods- how to achieve objectives.

Goals- what are we trying to achieve.

E.g. Union - we want to establish a safer/cleaner environment for all employees

Management -we must be seen to be taking appropriate measures to address TB concerns re: computer terminals.

Values- underlying principles and motivation

E.g.Union -concerned for safety and health of workers

Management -concerned with performance and productivity

3.3.3COMPETING, ACCOMMODATING, AVOIDING, COMPROMISING & COLLABORATING

The chairperson, and committee members, must be aware of several approaches to handling the conflicts which will inevitably arise:

A – Competing

This is a power-oriented mode. A person or a side uses whatever power seems appropriate to win one's own position. An individual pursues his/her own concerns at the expense of others. One uses one's ability to argue, pull rank, threaten sanction. Competing might mean "standing up for your rights", defending a position you strongly believe is correct. It much more often means simply trying to win: "win at all cost", "might makes right", "devil take the hindmost". CAREFUL, you can win... but the losers become powerful enemies, waiting to get even.

B – Accommodating

This is the opposite of competing. In this mode, an individual neglects his/her own concerns to satisfy the concerns of another person; there is an element of self-sacrifice here... a bit of the "sacrificial lamb". Accommodating is useful when the other point of view is clearly superior, or when the stakes are not high enough. You often use accommodating to gather "brownie points" for later on or the next round. Be careful not to yield too readily.

C – Avoiding

In this case an individual simply does not want to face up to the conflict. One sidesteps the issue or simply withdraws from the threatening situation. While avoiding is generally a useless tactic, there are times when you might employ it; for example when emotions (such as anger or frustration) are running so high that... clearly nothing can be accomplished. So you postpone the issue to a better time when tempers have cooled and rational thinking can be applied. Don't run away from conflict, but apply avoidance occasionally as a temporary measure.

D - Compromising

Compromising falls half-way between competing and accommodating. The objective is to find some expedient, mutually acceptable solution which partially satisfies both parties. This means both sides must give up something. Compromising gives up more than competing but less then accommodating. It also addresses an issue more directly than avoiding, but does not explore it in as great a depth as possible. It can be characterized as: "Give a little, lose a little "... and what you lose this time will likely be back on the table next time around. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. It is often the most practical approach, but it has the drawback of all parties having to give up something.

E – Collaborating

This means that all parties are both willing to cooperate and committed to resolve the differences between them. It involves an attempt to work with the other party to find a solution which fully satisfies the concerns of both parties. It means digging into an issue to identify all the concerns and to find an alternative which meets the needs of both sides. Collaborating between two persons or two parties might take the form of exploring a disagreement to learn from each other's insights, resolving some condition which might otherwise have them competing for resources, or confronting and trying to find a creative solution to deep-seated differences of opinion on goals, values, procedures, roles, whatever. This is the ideal approach, because it clears the air, and settles the issues clearly so that they do not "come back to haunt you". It takes trust, commitment and great willingness to listen and communicate and try to understand. Because of these demands, it often is not practical - but try.

3.3.4 NEGATIVE AND POSITIVE EFFECTS OF CONFLICT

Negative Effects

  • misunderstanding about true motives, intent, opinions;
  • disagreement to the point of refusing to discuss;
  • waste of the time and energy needed to reach real solutions;
  • lack of co-operation and commitment to any course of action;
  • bad feelings and mistrust of the other party.

Positive

  • working through a conflict makes for good relations between parties;
  • both sides trust each other more;
  • it will be easier to resolve issues the next time;
  • we have a precedent, we know we can do it, we know we can talk matters out.

EXERCISE - INSTRUCTIONS TO THE PARTICIPANTS

MULTIFACETED NATURE OF HEALTH AND SAFETY PROBLEMS

Time: 15 min.

PURPOSE

Gain an understanding of the complex nature of OSH problems from various perspectives.

INSTRUCTIONS

  • Participants will be divided into separate groups representing either management or employees. Remembering the scenario outline of the case study, you are to deal with the facts provided for the situation described on page 2. The instructor will specify the «management» or «employee» task assigned to your group.
  • Your task is to review the situation described and identify the possible problems and the factors to be considered in taking any action. A course of action should be proposed. The key is to identify the diverse range factors involved or to be considered in the situation, from the perspective of management or employees.
  • Allocate a member of the group to summarize your answer on flip charts for presentation. The results of your group's discussion should be:
  • possible problems and/or factors to be considered, including physical, environmental and psycho-emotional;
  • proposed course of action.

EXERCISE BACKGROUND
MULTI-FACETTED NATURE OF SAFETY
AND
HEALTH PROBLEMS

RESOLVING HEALTH AND SAFETY PROBLEMS

MULTIFACETED NATURE OF HEALTH AND SAFETY PROBLEMS

The vast majority of Public Service employees work in building environments designed to keep employees warm in the wintertime and cool in the summertime. Hermetically sealed buildings, however, sometimes cause employee concerns when air handling systems may not be properly balanced due to one reason or another. As a result, we are often faced with extremes in temperature and humidity, or disturbances in the proper number of air-changes for which the building is designed. This often leads to employee discomfort and subsequent complaints. Also, when certain kinds of building maintenance or renovations are undertaken, certain materials need to be used which often include paints, glues or resins. When the fumes from such materials circulate into the working environment, employees may become ill, particularly when it is evident that some employees display sensitivities or allergies under these conditions.