Now we are going to see different tools to apply safety to philosophy.
The first thing is the observation walks.
There are already safety observation walks,
but here they may be used as a source of human adaptability.
We are going to try to focus on the positive adaptability
to a possible negative situation.
The safety walks might be used as a source of positive adaptations.
Once we have found one of those adaptations,
we can start explorative conversations.
Also if you don't find them, it is good to ask anyway.
So what we are going to do here
is to look for the traces of human adaptability.
Some of them could be deviations that were solved
altering the order of things or homemade solutions,
when the tools were not the appropriate, but were not reported
because nothing wrong happened.
So the language to use when speaking to the workers involved
has to be always positive.
Our idea is to coach them.
When we speak to a worker, we should always try to be positive
looking for them to express their concerns
about any given challenge
and how they have solved that given problem.
Once we have done the observations walks and the explorative conversations
and we have all the date, what we have to do is
collaborative improvements.
Once a successful situation due to that human adaptability
has been identified, and after starting those explorative conversations,
it's good to start adding more people to the process,
in order to expand our focus.
This step is essential to get information.
First explaining what happened, that will help us to make
a better idea of all the process.
And then everybody can start giving their opinion
on how to improve that situation.
So everybody will be involved in this process.
People from management and other departments.
It's always to have a wide focus
or a wide source of information.
One thing that maybe you are thinking is
how do I do those explorative conversations.
The first thing we have to remember is that we are going to do a coaching.
We have to coach the workers with those questions,
in order to guide them in the conversation.
We want them to be more proactive.
Here we have some questions.
The most important thing is do not use aggressive language.
We want them to feel safe, secure, to share things with us.
We can ask things like, "When is your work difficult?"
Or, "How would you spend money to make this a better place to work?"
Or, "Did you have any problem with these procedures?"
Things like that.
And finally, let's do a resume and see how to improve
the collective performance.
If you remember, the first thing we have to collect all the information
from the employees and the field about performance.
That means to be proactive and not to wait for something to happen.
On the everyday work there are many more successes than failures.
So workers have to be encouraged to show their stories of success,
when something challenged them and how they have adapted
to the situation by making the proper questions.
We have to try to know when the work is difficult,
what works well, speak up with them and get the main ideas.
When we have all this, we can go to the collaborative analysis.
As we said before, after identifying challenges in everyday work,
the organization should know what happen and how it was solved,
mainly by the workers.
Who faced that challenge.
And then a cross section of the organization
should analyze all the information in order to see
how to learn from that situation.
And finally, we want to do our workplace safer.
We want to improve the site. Leaders and employees
have to work together in order to develop solutions
that make their work more efficient and safer.
and safer.
And with all these things, if we are proactive applying them,
we will be able to start working with Safety II.