Changing Organizational Behavior: The Federal Sentencing ...
Organizational Behavior and Workplace Safety: Changing ...
Transcript of Organizational Behavior and Workplace Safety: Changing ...
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Organizational Behavior and Organizational Behavior and Workplace Safety: Workplace Safety:
Changing Safety CultureChanging Safety Culture
Sue Ann Sarpy, Ph.D.Sue Ann Sarpy, Ph.D.April 14, 2008April 14, 2008
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Learning ObjectivesLearning Objectives•• Discuss Discuss organizational behavior organizational behavior and its and its
influence on workplace safetyinfluence on workplace safety•• Define Define organizational culture organizational culture and and
distinguish between distinguish between safety culturesafety culture and and safety climatesafety climate
•• Describe Describe organizational change organizational change includingincludingresistance to change resistance to change and and techniques techniques forforreducing resistance reducing resistance to change to change
•• Review Review guidelinesguidelines for executing a for executing a successful organizational successful organizational culture changeculture change
•• Participate in Participate in casecase--study study exercise exercise examining examining safety culture changesafety culture change
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What is Organizational Behavior?
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The Study ofThe Study ofOrganizationalOrganizational
BehaviorBehavior
PsychologyPsychology
SociologySociology
Social PsychologySocial Psychology
AnthropologyAnthropology
Political SciencePolitical Science
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Major Goals ofMajor Goals ofOrganizational BehaviorOrganizational Behavior
PredictionPredictionPrediction ExplanationExplanationExplanation ControlControlControl
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Why is Why is Organizational BehaviorOrganizational Behavior
Important?Important?
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The Hawthorne StudiesThe Hawthorne Studies
•• Study of the Hawthorne Works of the Study of the Hawthorne Works of the Western Electric CompanyWestern Electric Company
•• Conducted with researchers from Conducted with researchers from Harvard UniversityHarvard University
•• Examined relationship between lighting Examined relationship between lighting and productivityand productivity
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InterventionIntervention
•• Experimental Group Experimental Group -- light was light was systematically alteredsystematically altered
•• Control GroupControl Group
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Experimental Group (Actual)Experimental Group (Actual)
Control Group (Actual)Control Group (Actual)
Control Group (Expected)Control Group (Expected)Experimental Group (Expected)Experimental Group (Expected)
Amount of LightAmount of LightLowLow
LowLow
HighHigh
HighHigh
Prod
uctiv
ityPr
oduc
tivity
Actual Versus Expected Results Actual Versus Expected Results for the Experiment and Control Groupsfor the Experiment and Control Groups
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Hawthorne EffectHawthorne Effect•• Hawthorne EffectHawthorne Effect: performance : performance
improved regardless of working improved regardless of working conditionsconditions
•• Why did the results occur?Why did the results occur?
•• Why is this important to the study of Why is this important to the study of behavior in the workplace (e.g., safety behavior in the workplace (e.g., safety behavior)?behavior)?
•• www.library.hbs.edu/hc/hawthorne/www.library.hbs.edu/hc/hawthorne/
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Reciprocal Model of SafetyReciprocal Model of Safety
PersonPerson
BehaviorBehavior
EnvironmentEnvironmentEquipment, Tools, Equipment, Tools,
Machines, Heat/Cold, Machines, Heat/Cold, EngineeringEngineering
Complying, Coaching, Recognizing, Complying, Coaching, Recognizing, Communicating, Donning PPE Communicating, Donning PPE
ContextContext
Knowledge, skills, abilities,Knowledge, skills, abilities,
Motives, Perceptions, Attitudes Motives, Perceptions, Attitudes
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What is Organizational Culture?
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•• a cognitive framework consisting of a cognitive framework consisting of attitudes, values, behavioral norms and attitudes, values, behavioral norms and expectations expectations sharedshared by organizational by organizational membersmembers
•• a system of a system of sharedshared meaningmeaning•• relatively relatively stablestable and exerts and exerts strong strong
influenceinfluence
Organizational CultureOrganizational Culture
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Company FoundersCompany FoundersCompany Founders
Formation ofCulture
Formation ofFormation ofCultureCulture
Experience with External Environment
Experience with Experience with External EnvironmentExternal Environment
Internal InteractionInternal InteractionInternal Interaction
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Learning AboutLearning AboutOrganizational CultureOrganizational Culture
RitualsRituals
MaterialMaterialSymbolsSymbolsLanguageLanguage
StoriesStories
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Why is Organizational Culture Important?
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CultureCulture’’s Role in Organizationss Role in Organizations
Standards of Standards of BehaviorBehavior
CommitmentCommitmentto the to the
MissionMission
Sense of Sense of IdentityIdentity
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Effects of Effects of Organizational Organizational
CultureCultureLength of Length of
EmploymentEmployment
Organizational Organizational PerformancePerformance
Person/Person/Organization FitOrganization Fit
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Culture versus Climate
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Organizational Climate versus Organizational Climate versus Organizational CultureOrganizational Culture
ClimateClimate: shared perceptions of objective : shared perceptions of objective characteristics by organizational memberscharacteristics by organizational members
•• tell us tell us whatwhat happens in an organizationhappens in an organization
CultureCulture: values, customs, and beliefs of an : values, customs, and beliefs of an organizationorganization
•• tells us tells us whywhy things happen in a certain way in an things happen in a certain way in an organizationorganization
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Culture, Climate, and BehaviorCulture, Climate, and Behavior
Assumptions aboutAssumptions abouthuman naturehuman nature
PracticesPractices
Assumptions aboutAssumptions abouthow the world workshow the world works
Assumptions aboutAssumptions aboutthe role of work in lifethe role of work in life
ProceduresProcedures
RewardedRewardedBehaviorsBehaviors
SafeSafe BehaviorBehavior
CultureCulture ClimateClimate BehavioralBehavioralConnectionConnection
(Culture)(Culture) ((ClimateClimate)) (Behavior)(Behavior)
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Safety ClimateSafety Climate
Perceived relevance of safety to job behaviorPerceived relevance of safety to job behavior•• Safety training programsSafety training programs: taken seriously by : taken seriously by
employees and are viewed as important employees and are viewed as important prerequisites for successful job performanceprerequisites for successful job performance
•• Safety and work paceSafety and work pace: higher work pace is : higher work pace is viewed as potentially hazardousviewed as potentially hazardous
•• Level of riskLevel of risk: risk perception at the : risk perception at the workplaceworkplace
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Safety ClimateSafety Climate
Perceived management attitude toward Perceived management attitude toward safety behaviorsafety behavior
•• Safety committeeSafety committee: : accorded high statusaccorded high status
•• Safety officerSafety officer: : accorded high statusaccorded high status
•• Safety behaviorSafety behavior: : used in promotional used in promotional decisions and has a positive impact on social decisions and has a positive impact on social statusstatus
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Positive Safety CulturePositive Safety Culture•• Internally Internally not externally drivennot externally driven•• ProactiveProactive rather than Reactiverather than Reactive•• Integration Integration of safety into all workplace of safety into all workplace
practicespractices•• EmployeeEmployee’’s s wellwell--being being is given priority over is given priority over
productionproduction•• Openness in Openness in communication communication (i.e. responsible (i.e. responsible
learning)learning)•• Causes Causes for incidents and opportunities for for incidents and opportunities for
improvements improvements sought as sought as interaction interaction of many of many causal factorscausal factors
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Can Organizational Culture be Changed?
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Planned Planned Organizational Organizational
ChangeChange
Mergers andMergers andAcquisitionsAcquisitions
Changing Organizational Culture
Changing Changing Organizational Culture Organizational Culture
LeadershipLeadershipTurnoverTurnover
DramaticDramaticCrisisCrisis
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Change ModelsChange Models
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Organizational ChangeOrganizational ChangeOrganizational Change
UnfreezingUnfreezing ChangingChanging RefreezingRefreezing
LewinLewin’’s Threes Three--Step ProcessStep Process
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Resistance to ChangeResistance to Change
Individual LevelIndividual Level
•• HabitsHabits•• Fear of the UnknownFear of the Unknown•• SecuritySecurity•• Economic FactorsEconomic Factors•• Selective Information ProcessingSelective Information Processing
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Resistance to ChangeResistance to Change
Group/Organizational LevelGroup/Organizational Level•• Group inertiaGroup inertia•• Structural inertiaStructural inertia•• Threat to existing relationshipsThreat to existing relationships•• Threat to existing allocationsThreat to existing allocations•• Threat to expertise Threat to expertise •• Prior unsuccessful change effortsPrior unsuccessful change efforts
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How do we Reduce Resistance?How do we Reduce Resistance?
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SelfSelf--initiated (+)initiated (+)vs.vs.
Imposed (Imposed (--))changechange
IndividualIndividual’’ssdispositiondisposition
towardtowardchange ofchange of
organizationorganization
SelfSelf
PsychologicalPsychologicalownershipownership
of theof theorganizationorganization
OrganizationOrganization
Evolutionary (+)Evolutionary (+)vs.vs.
Revolutionary (Revolutionary (--))changechange
Additive (+)Additive (+)vs.vs.
Subtractive (Subtractive (--))changechange
SOURCE: From SOURCE: From ““Psychological Ownership in Organizations: Psychological Ownership in Organizations: Conditions Under Which Individuals Promote and Resist Conditions Under Which Individuals Promote and Resist ChangeChange”” by K.T. Dirks, L.L.Cummings and J.L.Pierce, 1996,by K.T. Dirks, L.L.Cummings and J.L.Pierce, 1996,in in Research in Organizational Change and Development,Research in Organizational Change and Development,Vol. 9 (pp. 1Vol. 9 (pp. 1--24), edited by R..W. Woodman and W.A. 24), edited by R..W. Woodman and W.A.
Pasmore, Greenwich, CT: JAI Press.Pasmore, Greenwich, CT: JAI Press.
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Techniques for Reducing Techniques for Reducing Resistance Resistance
••Education and CommunicationEducation and Communication••Participation and InvolvementParticipation and Involvement••Building Support and CommitmentBuilding Support and Commitment••Reward Constructive BehaviorsReward Constructive Behaviors••Selecting People who Accept ChangeSelecting People who Accept Change••Manipulation and CoercionManipulation and Coercion
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What are the Steps to What are the Steps to Creating a Winning Culture?Creating a Winning Culture?
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Creating and Sustaining a Creating and Sustaining a Winning CultureWinning Culture
1.1. Perform a Perform a culture audit culture audit and set up new and set up new expectationsexpectations
2.2. AlignAlign the teamthe team3.3. Focus on Focus on resultsresults and build and build
accountabilityaccountability4.4. Manage the Manage the driversdrivers of cultureof culture5.5. Communicate Communicate and and celebratecelebrate
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Elements of Successful Elements of Successful Organizational Culture ChangeOrganizational Culture Change
•• Strong LeaderStrong Leader•• Clear Vision of What Needs to be DoneClear Vision of What Needs to be Done•• Communicate the VisionCommunicate the Vision•• Development of New Work PracticesDevelopment of New Work Practices•• Organization that is Open to LearnOrganization that is Open to Learn•• Consistency in Practices, Procedures Consistency in Practices, Procedures
and Reward Behaviors: institutionalize and Reward Behaviors: institutionalize new approachesnew approaches
A1
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Slide 36
A1 Administrator, 4/14/2008
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Guidelines for Creating Guidelines for Creating Positive Safety Culture Positive Safety Culture
Make employees Make employees believebelieve in safety: Start at the topin safety: Start at the top•• Strong leaderStrong leader•• Commitment from managementCommitment from management•• Feedback to employeesFeedback to employees
Communicate safety clearly and effectively: Send Communicate safety clearly and effectively: Send signals that safety matterssignals that safety matters•• Avoid Avoid ““routineroutine”” safety violationssafety violations•• Get employees involvedGet employees involved
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Guidelines for Creating Guidelines for Creating Positive Safety Culture (cont.) Positive Safety Culture (cont.)
Encourage discussion and documentationEncourage discussion and documentation•• Good information flow (open discussions of Good information flow (open discussions of
safetysafety--related issues)related issues)•• Reporting systems Reporting systems
Search for solutionsSearch for solutions•• Examine safety at all levelsExamine safety at all levels•• Promote different methodsPromote different methods•• Establish crossEstablish cross--level safety committeelevel safety committee
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Guidelines for Creating Guidelines for Creating Positive Safety Culture (cont.) Positive Safety Culture (cont.)
Prepare through trainingPrepare through training•• Promote safe behaviors and attitudesPromote safe behaviors and attitudes•• Endorse importance of safety for effective onEndorse importance of safety for effective on--
thethe--job behavior job behavior Visibly reward safety acts and positive changesVisibly reward safety acts and positive changes
•• BehaviorBehavior--based evaluation and reward systembased evaluation and reward system•• Establish budget for safety Establish budget for safety
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Workplace Safety at ALCOA: Workplace Safety at ALCOA: A Case StudyA Case Study
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QuestionsQuestions