Practical Risk CommunicationFor the OHSE Professional

or Practitioner

Fred Leafloor, CRSP, CHSCSafety First Industrial Safety Services

Regional Vice President, CSSE Atlantic

We Will Begin Shortly

November, 2006

Practical Risk Communication

For the OHSE Professionalor Practitioner

Fred Leafloor, CRSP, CHSCSafety First Industrial Safety Services

Regional Vice President, CSSE Atlantic

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Session Overview• Introduction• Principles of OHSE Communication• Barriers to Communication• One Model for Effective Communication• Types of “Audiences”• Communications & Organizational

Development• Messaging Techniques• Summary

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INTRODUCTION

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Credit to the gods ….• Science of Risk Communication

– Definition – Replication

• Today’s Models– Dr. Peter Sandman– Dr. Vincent Covello

• Other Credits

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What is Risk?• Most definitions of Risk include:

– A circumstance involving the possibility of suffering harm or loss

– A combination/manipulation of:frequency of exposure,

probability of loss, and

consequences of a specified hazardous event

• The common definitions focus upon the physical effects of risk – the Hazard

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• A Science-based approach for communicating effectively in: – High-Concern

– High Stress

– Emotionally Charged, or

– Controversial Situations

Risk Communication

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Risk Communication• Risk Communications is a tool with two

purposes:– Reduce short-term adverse reaction by an

audience– Engage interest and commitment to take

action to prevent or mitigate risk/loss• This means that sometimes the task is

to reduce the concerns of a group, and other times the task is to raise the level of concern to stimulate action

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Risk Communication• What does Risk Communication

“success” look like?– Avoiding escalation of the problem– Gaining control of the hazard to reduce

the impact on people, property, and the environment

– Working to establish control of the information and build a trustworthy relationship with the involved parties

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Risk Communication• There are many models of Risk

Communication (Sandman, Covello, Chess, Fischhoff, Greenberg, CPI)

• We will look at a Sandman “energy model” that fits within the industrial environment: Hazard plus Outrage

• We will look at Covello’s Message Mapping to plan our communications content and delivery strategy

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PRINCIPLESof OHSE Communication

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Basic UnderstandingsCommunications without intelligence

is noise – Intelligence without communications is irrelevant.

(General A.M. Gray, USMC)

• Just because your message is not understood, don’t automatically assume that the fault is with the receiver…

• In communication:Perception IS Reality

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The Human Element• Within OHSE, we have not yet stopped

loss. In our history we have tried:– Engineering efficiency into jobs– Creating workplace rules– Developing procedures & practices to

make the human fit the work– Behavioural observation & modification– Ergonomic adjustments to make the work

and working conditions fit the human – Predicting risk exposures and outcomes

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The Human Element• We haven’t gotten supervision – or the

workforce – to listen, possibly because we haven’t sent our message in a language they hear (“self-interest”?)

• Risk communication does not focus upon the logic of the situation, but appeals to what the people feel about the circumstance

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Typical Communications Flow• Someone has a non-critical OHSE

problem and brings it to the attention of the Supervisor (or the Safety person)– Stage 1:The “go tell your Mother” syndrome kicks in

and the Supervisor dodges the question or slides it to the safety representativePerson goes away unsatisfiedTalks to other workers and receives

reinforcement regarding the concernPerson stews on it – and brings it up again

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Typical Communications Failure– Stage 2:The Supervisor / Safety person says “I thought

I told you about that – It is already settled”Person retreats – still unsatisfiedPerson stirs up other people about the issueManagement hears of the dissatisfaction

– Stage 3:Management thinks “What do they really want?

This isn’t about safety – there is something else going on”They look for alternative reasons / blameCommence the “witch hunts”!!

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Typical Communications Failure– Stage 4:The concern with the issue has grown – it is

interfering with the workManagement now says the magic words:

“ FIX IT ”What do they do?? – They throw money at it

– This didn’t need to happen …– It’s part of your job to see it coming …– It’s part of your job to prevent it …

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BARRIERSto Communication

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Barriers to Communication• To effectively get your message out,

you need to be aware that barriers exist and how to get through, or around them

• You need also to be aware that one of the barriers can be You!

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Types of Barriers• Cognitive• Organizational• Psychological• Social / Societal• Physical

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Barrier: Cognitive• The “thinking” mind establishes its

expectations and fools the senses into believing that the reality mirrors the expectations– How many “the ’s” ? / How many “f ’s” ?

– Editing a document just written

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Barrier: Cognitive• Symptoms of Cognitive Barriers

– Isolation from the realities of the situation

– Apathetic participants and audiences

– Someone MUST win – others must lose

– Outrage is not real and detracts from the real business of controlling the hazard

– Acknowledging outrage and taking steps to mange it will increase liability

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Barrier: Cognitive• Coping Strategies:

– Recognize that outrage is not irrational, but has predictable behaviours, much like chemical substances in toxicology

– Plan early for outrage to ariseEstablish likely avenues for concern (and

develop your technical solutions)

Develop the messaging plan (the messages that will satisfy the emotions)

Follow the reduction in concern with the hazard control informationMake it “we” rather than “them and us”

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Barrier: Organizational• Will they let me? (resistance to change)• Vertical hierarchy• Established communications flows• Clannish mindset• Obvious resistance to communicate:

– Stonewall Stage (unwillingness / contempt)

– Missionary Stage (we will teach you)

– Dialogue Stage (we will speak/listen to you)

– Organizational Stage (we will change)

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Barrier: Organizational• Coping Strategies:

– Acknowledge that change is needed and may result in a better place

– Guide the organization through the stages of communication

– Rewards and punishments suited to reach the established goal (act like you mean it)

– People learn/practice the required skills– Start with small projects/examples

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Barrier: Psychological• Will “I” let me? (resistance to change)• Maslow got it Right!! – we are “esteem”

animals and we resist doing what does not “feel good”

• We do not like to be questioned on our expertise or skills (we ignore it or hit back)

• We must not show that “they got to us”

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Barrier: Psychological• Coping Strategies:

– Recognize and acknowledge your own outrage

– Separate the psychological appeal to do it “the old way” and the real effectiveness of a communications strategy and activity

– Remember that their perceptions are as real to them as your perceptions of what is “true” are to you

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Barrier: Social / Societal• Culture and Societal Values Vary

– The beliefs and basic needs of most “individuals” are fairly similar (Maslow):Physiological, Safety, Love/BelongingEsteem, Self-Actualization

– The beliefs of a society vary widelyReligious, Social, Morality, “Value of Life”

• Coping Strategy– Be aware of the impact of the differences– Work within the restrictions – to deviate

from them will increase audience outrage

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Barrier: Physical• Distance• Medium of Communication• Lack of body language cues• Environment (i.e.: Noise )

• Coping Strategy– Recognize that human communication is

55% body language, 38% tone of voice and only 7% in words *

* Carnagie/Mellon

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A MODELfor Effective Communication

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Sandman Hazard + Outrage• Risk = Hazard + Outrage

(are you outraged, yet?)

OUTRAGE

Outrage Management3

Crisis Communication2

(Waiting for the Next Problem)4

Precaution Advocacy1

H A Z A R D

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Communication Priorities• In Risk Communication

– The HAZARD is not always your first fix…

• To fix the hazard, you will have to get past their barriers:– “They” will not hear messages from

behind the walls of outrage– Reduce the outrage – Get their attention– THEN give them the important information

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Communications Tools• What fuels the Outrage?

– Things you Say / Don’t Say– Things you Do / Don’t Do

• Messages have 2 key areas:– The information itself– The messenger

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Components of Outrage (~30)

• The Message:– Voluntary / Coerced– Natural / Industrial– Familiar / Exotic– Memorability– Dread (Fear of the Unknowable)– How much Control do you have?– Fair / Unfair (Risk vs Benefits)– Moral Issues

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Components of Outrage (~30)

• The Messenger– Trusted / Trustworthy or Not ??– Responsive, or Not ??

• Using the components of outrage, craft messages to reduce or increase the level of outrage necessary to drive the focus on fixing the hazard.

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Risk Communication Flow• Assess the hazard situation and level of

outrage

• Identify the principal components of outrage

• Get a feel for the OHS culture of the organization – what can they absorb?

• SAMPLE your audience(s) to establish what type of messaging they will need

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Risk Communication Flow• Craft messages to deal with outrage

and stimulate action on the hazard

• Negotiate support from your company resources to put the changes in place (support from above and below)

• Use Changed Management principles to implement the changes

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Culture Matters• Cultural Assessment Tools:

– Survey / opinion polls

– Documentation assessment

– Leading / Trailing Indicators

– Personnel issues (discipline, absenteeism,EAP “hits”)

– Physical conditions

– Worker belief in empowerment

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TYPESof Audiences

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What Are Audiences?• Individuals or Groups that have an

interest in the situation• Their interests may be supportive of

your position or in opposition to you• Some Audiences may remain neutral or

responsive to the “last” opinion• Audiences can be internal to your

organization or externally-based• Each Audience has different drivers

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Common Audiences• Industry• Regulators (at all levels)• Elected officials (at all levels)• Activists (at all levels)• Employees (and retirees)• Neighbours (those who are impacted)• Concerned citizens• Experts (specialized knowledge)• The Media (and those that they reach)

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Audience Evaluation• “Sample” Your Audience:

– S situational stressors– A audience parameters– M motivations– P perceptions– L listening– E engagement

SAMPLE ©

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Audiences• The larger and more diverse the

audience, the less effective the communication

• What are the Implications of this?

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COMMUNICATIONSand Organizational Development

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Organizational Development

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Negligence to Compliance– Work from within to demonstrate the

advantages of compliance and the potential operational and financial disadvantages of non-compliance

– Use impact examples from other areas

– Work with the management mindset of concern for potential productivity loss as a result of accident or an unplanned enforced compliance activity

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Negligence to Compliance– Waving around a rules book rarely works

for very long and may brand you as a disruptive force rather than a helpful resource, thereby limiting your effectiveness

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Compliance to Due Diligence– You already have workplace recognition

that safety provides benefit. Now is the time to maximize the value of your prevention activity

– Identify / Quantify reduction in WCB costs

– Provide workplace training in the concept of Due Diligence

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Compliance to Due Diligence– Provide “easy” ways of collecting and

recording information

– Reinforce positive examples of “taking care of business”

– Initiate “feedback loops” to lead into self-improvement

– Establish a credible planned OHS Audit System

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Due Diligence to C-Improvement– A baseline of Due Diligence provides the

framework for Health & Safety Continuous Improvement.

– Formalize OHS feedback loop systems to incorporate changes in policies and procedures to enhance health and safety.

– Demonstrate wherever possible the advantages of a proactive response to Near Miss Reports or “minor” incidents.

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Due Diligence to C-Improvement– OHS Document control standards should

be initiated

– This is the first level of movement from a “safety program” towards a “safety management system”

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C-Improvement to TQM– OHS culture at some level is established

and stable

– Build upon the OHS improvements experienced and the lessons learned in the OHS Continuous Improvement process

– Coach local management on how the application of these principles can assist in other areas:procurementmaintenance

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C-Improvement to TQM– Policies for operational activities of the

company will need to be standardized and Document Control established under a central authority

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TQM to Evolution/Integration– This is an organizational change rather

than that which would occur only within the OHS department (transformational change rather than transactional change).

– Feedback loops have been established in multiple divisions or departments.

– Centralized Documentation Control exists.

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TQM to Evolution/Integration– Change management has been adopted

as an organizational effort– An organizational Vision has been

established, with a powerful guiding coalition of workplace parties, and is fully resourced.

– OHS staff are integral to the change team to assess and provide controls for the potential hazards of the change.

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MESSAGINGTechniques

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Messaging• Risk Communication is a science based

discipline

• High stress, high concern situations change the rules of communication

• The key to success is anticipation, preparation and coordination

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Message Development• The “95% Rule”

– 95% of all questions and concerns that will be raised by any stakeholder in any controversy can be anticipated and predicted in advance.”

• What are the Implications of this?

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Covello Message Mapping• Message Map

– Tiered layers of triplet messages– Know what you want to say– Keep messages short & clear– One idea per message/sentence

• Key Message or Fact– Keyword (memory jogger)

– Supporting Fact

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Covello Message Mapping• Key Message x 3

– Here is what you need to hear

• Key Word Reinforcing x 3– Here is what makes it more important

• Supporting Fact (Factoid) x 3– Here is something additional or related

that you can check for yourself

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SUMMARY

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Session Overview• Introduction• Principles of OHSE Communication• Barriers to Communication• One Model for Effective Communication• Types of “Audiences”• Communications & Organizational

Development• Messaging Techniques• Summary

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What Did He Say??• Risk Communication:

– is a tool to help you become more effective– has rules. If you follow them, they have a

good chance of working– audiences vary. Work with the differences– models are effective, if properly applied– is not easy, but the rewards to you and

your company should be worth the effort– messages have a point – and when they

are needed, they are needed badly

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QUESTIONS ?

Practical Risk Communication

For the OHSE Professionalor Practitioner

Fred Leafloor, CRSP, CHSCSafety First Industrial Safety Services

Regional Vice President, CSSE Atlantic