The model that the author presents below allows evaluating five factors that allow or hinder the implementation of change projects within organizations. According to this model, the systemic interaction that occurs between them conditions the success of the projects, since if any of them is weakened, then the system is altered. An application of the model to accident prevention is presented below, which has enabled the generation of concrete action plans in an accurate manner in the short and medium term.
When intervening in accident prevention, there are factors, mainly associated with people's attitudes and wills, that facilitate or hinder the implementation of, for example, management systems or other related projects.
These factors, according to the model that I expose below, can be analyzed independently and assigned to the different roles within an organization (Management, Headquarters and Workers), at their respective levels of responsibility and action, which facilitates both diagnosis such as implementation and monitoring of planned activities.
These factors are five:
Management commitment (or first line): it implies, among others, that the “first line”, Managers, see accident prevention activities as a strategic element that adds value to projects, trust in customers (client companies, for example) and support for workers. This "commitment" is more than a signed paper and must be operationalized in concrete actions that demonstrate the existence of a real interest in developing the area and not just demagogic speeches. The determination of policies, procedures and regulations, the concern for the rates, for the injured, the allocation of resources, the inclusion of safety goals, the attitude demonstrated in meetings in the field,among others, they are essential for the organization (and its environment) to see clear signs regarding the issue and develop trust in those who lead the organization.
When this factor is weak, the people who make up the organization see that the front-line discourses contradict their actions, which generates mistrust, rumors and even learned hopelessness, which configures a negative attitude towards changes. If this is maintained over time, the figure in the organizational culture is a kind of polarization that threatens teamwork.
Participation of the workers: Projects that involve workers sometimes fail, mainly because those affected have not participated in the process after the change. Let me explain: it is clear that workers will feel greater rejection, or less sympathy, before an imposed regulation, compared to a regulation in which they have participated in its elaboration, have questioned, modified or have simply been previously communicated (when it is the in which case it can be done). An organization with a history of impositions and little "citizen consultation" (participation) becomes an alienating entity, where some think and others execute, generating a greater gap between the different levels or levels, damaging any attempt at cohesion or integration in the organization.. Safety is (or should be) a transversal value to the organization,not only demands and indicators to meet, and for this it is necessary workers committed to the actions and proud of those who lead them. This factor takes on greater relevance in “mature” companies, established and maintaining their staff over time. For other types of organizations, such as contractor companies that constantly renew their staff, the dissemination, sporadic consultation and informal meetings, as well as the collection of experiences that workers bring from other organizations is vital to feed the system.such as contractor companies that constantly renew their staff, the dissemination, sporadic consultation and informal meetings, as well as the gathering of experiences that workers bring from other organizations is vital to feed the system.such as contractor companies that constantly renew their staff, the dissemination, sporadic consultation and informal meetings, as well as the gathering of experiences that workers bring from other organizations is vital to feed the system.
A weak participation of workers (not considering them) in projects results in a lack of commitment and motivation for what is “imposed”. This, to a greater or lesser extent, negatively influences the development of the projects, preventing their scheduled progress, altering the quality of the products, among other consequences.
Correct exercise of leadership of middle managers: This includes managers, supervisors, foremen and anyone who holds a position or functions, formally or informally, which can influence the behaviors, decisions and thoughts of workers. In this factor, the empowerment of the position must be the basis for the development of other skills, techniques (competence), relational (interpersonal relationships) and values (ethical-moral) that make the "boss" a "leader" worthy of being followed, and not feared for not being. In this model, supervisors and middle managers gain relevance due to their proximity to workers, so they must be examples of action and attitude, as well as efficient in detecting training needs, applying behavioral analysis and control systems, assertive in your communication and empaths in the relationship,so that for the workers under your direction, it makes sense to act correctly and safely both in your work environment and in daily life.
When supervisors do not exercise leadership correctly, then they do not take full advantage of the people in their charge. By simply acting as bosses, they likely do not consider people's expectations, motivational or relational aspects. Furthermore, they do not attract wills, but behaviors, because they reinforce behaviors but without generating in the other a meaning at work. The above is commonly followed by negative representation of the "bosses" with a consequent negative attitude towards work.
“Permanent and pertinent” training in the work area: Although "training" does not correspond to the organizational "Panacea" (cure of all ills), it is essential that workers participate in different training activities that allow them to develop those skills that are necessary for the optimal development of their functions that is, it must be "relevant". In the case of safety, ignorance, lack of skill or a less serious attitude towards risks make it easier for the worker to execute a task in a risky manner with the possible negative consequences that we all know. For this factor, we can refer to the ISO 10.015 standard, whose guidelines for training activities generate a specific and efficient sequence that goes from the detection of training needs, their planning, execution,control and monitoring of these activities, within the framework of continuous improvement, which means that training is "permanent". On the other hand, the value training in safety, which aims to make the worker "aware" of the importance for his family that "getting home in one piece" is another important variable when we talk about "training" in the business.
When training activities are conducted in a disorganized, unsystematic, or unprofessional manner, then the organization is likely to be "wasting" resources. In addition, the opportunity to develop the necessary skills for the development of functions at work is lost, which on the one hand prevents the achievement of organizational goals and on the other, encourages the worker to behave outside the standard (or the standard that he should know).), increasing the probability of an accident occurring.
Behavioral control (CC): We all know that smoking is harmful to health, even those who smoke, which shows that knowledge alone is not enough to stop smoking. Control of behaviors tends to ensure that, regardless of the motivations of a worker, risky behavior is not carried out or its probability of performance is reduced. An example is the existence of barriers on the sides of the road, which prevents a pedestrian from crossing it through an improper place. Another example is given by those passenger transport vehicles that are mechanically prevented from exceeding a certain speed, even if their driver wants to. In the case of smokers, the law recently enacted in Chile, restricting sales and places to smoke, sanctions and regulatory entities (guards, police,others) “control” that people's behaviors comply with the regulations, which have been agreed to are the most appropriate for the general benefit. In organizations, behavioral control helps workers adjust their behaviors to a predetermined standard that ensures the efficient achievement of goals in the shortest time and with the expected quality.
When effective behavioral control (CC) is not performed when implementing a change, then the probability that a person will behave again according to his old pattern of behavior is high (pattern that was learned and in one way or another is successful), which would be related, for example, to criminal recidivism, maintaining out-of-standard habits, among others.
It should be noted that designing, implementing and controlling both relevant and ongoing training, as well as behavioral control systems are the cross-cutting responsibility of the organization and that, by themselves, each of the factors does not achieve the expected results.
Permanent and Relevant Training (Fpyp), such as Behavior Control (CC) must be carried out in parallel, so that the adjustment of observed behaviors (that the worker executes) versus expected behaviors (standard) makes sense and is not an empty demand. Furthermore, these factors must be monitored by truly efficient leaders, by committed managers or directors and with a system that allows the real participation of workers in the processes or construction of standards when possible.
Santiago de Chile, May, 2008.
