【國際譯文】Safety 2014:你的組織內運行的是傳統的安全管理模式嗎 ?(Safety 2014: Is the Traditional Safety Management Model Working in Your Organization?)

資訊來源：EHS
作者：Josh Cable
日期：2014.06.11
翻譯：威煦軟體

身為作者以及顧問身份的 Terry Mathis給EHS專業人士一個挑戰，他要他們去思考在傳統模式下的安全管理是否能產生他們在組織中所希望得到的結果。

Author and consultant Terry Mathis challenged EHS professionals to think about whether the traditional model of safety management is producing the results they’re seeking in their organizations.

身兼作者以及顧問身份的 Terry Mathis在2014年在佛羅里達州奧蘭多所舉辦的ASSE專業發展大會暨博覽會展開了他的分段演說。透過他的聲明：一切的進步來自於不同的思考模式。然後他便要求環安衛領域的專家們去思考在傳統模式下的安全管理是否能產生他們在組織中所希望得到的結果。

Author and consultant Terry Mathis opened his breakout session at ASSE's 2014 Professional Development Conference and Expo in Orlando, Fla., by declaring: “All progress begins with thinking differently.” Then he challenged EHS professionals to think about whether the traditional model of safety management is producing the results they’re seeking in their organizations.

在傳統的安全管理模式下， Mathis解釋道。安全部門僅管理安全問題，然而生產部門則負責生產管理。兩個部門具有很高程度的合作、重疊性以及連續性。

In the traditional safety management model, Mathis explained, the safety department manages safety, while the production department manages production – with varying levels of cooperation, overlap and continuity between the two areas.

"很多的公司在這樣的模式運行下得到了很不錯的結果。"Mathis這樣說道。

在其他的公司的這兩個部門則是對立的，他們是敵人，絕對相反的部門。

“A lot of companies have been growing that continuity over years, and they’ve gotten really good at it,” Mathis explained. “In other companies, safety and production battle each other. They are enemies. They are dichotomous, opposite choices you can make.”

Mathis更提到:"現場的經理棄企業安全於不顧"

對需要繁雜技術的複合性組織來說，使用傳統的方式來區分安全部門與生產部門是非常合適的，他們助長了專業化，但是Mathis斷言：運行傳統模式將會出現一些小缺點。

More Mathis: "When Site Managers Undo Corporate Safety"

While the traditional separation of safety and production might be well-suited for “a tremendously technical, multifaceted organization” that puts a premium on specialization, Mathis asserted that there are a number of disadvantages to the traditional model:

他強化了企業文化的控制-
It emphasizes control over culture –

當你有一個專職的人在進行生產的控制，和另外一個人專職於安全層面的控制，這就是真的去創造了一個人們都被迫使去做他們職責內的事情的文化，或是你正嘗試利用兩個不同的聲音去管理他們嗎 ?"Mathis這樣問觀眾們。

“When you have one person controlling production, and another person trying to control safety, are you really creating a culture in which people are empowered to do what they need to do to do their jobs anyway, or are you trying to micromanage them from two different angles?” Mathis asked the audience.

他創造了二分法-
It creates dichotomies –

根據他與成千上萬的車間工廠工人談過，Mathis得到了一個結論，大多數的工人認為安全就像是一個硬幣的正反面，在同一個時間去顧及雙方是不可能的，"這是用一個多麼可怕的運行模式"Mathis:"這真是一個非常糟糕的心態"。

Based on his discussions with thousands of plant-floor workers, Mathis has come to the conclusion that most workers think of safety as the opposite sides of a coin. The coin can be flipped to the safety side or to the production side, but it’s impossible to get both sides at the same time. “What a horrible way to do business,” Mathis said. “What a terrible mindset to create.

他使得雙方彼此推卸責任
It lets production off the hook –

當安全跟生產是分開的，他可以讓主管或是領班之間彼此推卸責任，他可以說"就把這樣東西撇清，如果有人問及那些關於安全的問題，我們就會要求負責安全的家伙來負責"

When safety and production are separate, it lets a supervisor or foreman pass the buck on safety. “He can say, ‘Well just get the stuff out the door, and if somebody asks a question about safety, we'll ask the safety guy when he comes around.’”

將安全從支持的角色模糊焦點-
It distracts safety from its support role –

安全管理經理在公司中身兼戰略思想家以及規劃家甚至忙於滅火。

Safety managers are too busy dousing fires to serve as strategic thinkers, planners and resources for the company.

你知不知道我曾經跟多少忙於救火的安全專業人士談過，因為他們嘗試去管理安全而不是真正得去運行，他們在只是在規劃安全性卻不是在安全的情況下工作。

“Do you know how many safety professionals that I talk to on a regular basis who are running themselves crazy putting out fires because they’re trying to manage safety rather than run safety?” Mathis said. “They’re working in safety rather than working on safety.”

身為安全領導來監事

Supervisors as Safety Leaders

對於那些使用傳統模式來進行安全管理卻沒有得到他們想要的結果的環安衛領域的專家們來說，馬提斯提供了一些想法，包含：建立一個教練文化、重新定義角色，職責與結果。

※【建立一個教練文化、重新定義角色，職責與結果】在下文中統稱為3R。

For EHS professionals who are using the traditional model of safety management and aren’t getting the results they’re seeking, Mathis offered several ideas, including creating a coaching culture and redefining roles, responsibilities and results (RRR’s).

教練文化，Mathis解釋到：這是一個"領導者來去帶領跟隨的人變得更好"的法則。在這樣的環境下，身為領導角色就是要去領導安全進步以及文化的建設"。

A coaching culture, Mathis explained, is one in which “the leaders are trying to help the followers become better.” In such an environment, the role of safety leaders is to coach safety-improving behaviors and culture-building behaviors, he said.

"變得成功並不只是成為一個好的領導者"他說."邁向成功是領導好的人才"你很少隨便的去雇用到好的人才，你雇用的人將有很大的潛力，而你必須讓他們在你的領導後邁向卓越。

“Being successful is more than being a great leader,” he said. “Being successful is leading great people. And you very seldom hire great people off the street. You hire people with the potential for greatness, and you have to make them great after you get them there.”

透過重新定義組織的3R來設定一個明確的期望可以協助您產生一個教練文化，將安全整合進生產製程，並將安全轉移到更多的支持角色，Mathis這樣說道。

Setting clear expectations by redefining an organization’s RRR’s can help engender a coaching culture, integrate safety into production and shift safety into more of a support role, Mathis asserted.

雖然這是一個大型簡單化的例子，Mathis說:一個組織可以透過一線主管或是領班來協助重新定義3R，讓他們成為各自工作組別中的安全領袖，這意味著他們不僅只是擔任日常安全領班，還需要他們成為一個"安全模範"他這樣解釋。

Although it’s “a massively oversimplified example,” Mathis said an organization could redefine the RRR’s of front-line supervisors or foremen to make them the everyday safety leaders of their respective work groups. That means they not only would “take the daily lead in safety” but also would need to become “a great personal example of safety,” he explained.

"我們需要你言行一致"Mathis說，你的團隊將會視主管或是領班所描述的方式為新的命令，你需要成為一個安全專家然後你的團隊才會照做。我們知道你並不會在一夕之間變成那樣，我們也知道你並不會做到絕對的完美。然後我們這邊有提供了一些資源給你：就是一個曾經在這個領域然後負責在你工作中負責安全部份的傢伙。

“We need you to walk the talk out there,” Mathis said, describing the way an employer might explain the new marching orders to a supervisor or foreman. “You need to become a safety expert on what your crew does. We know you’re not going to get there overnight. We know you’re not going to be perfect. And we have a resource for you: It’s that guy who used to come around and do the safety part of your job.

當你的工人們有安全的疑慮，我們會要他第一個來找你，如果你沒有答案，那你將有資源可以進行應對，但是我們希望你可以成為中間人。

“When your workers have a safety question, we want them to come to you first. If you don’t have the answer, you have that resource that you can go back to. But we want you to become the intermediary in that.”

按照同樣的思考模式，馬西斯回憶起了一段對話，一名高階管理人員曾經這樣跟他說：他希望看到所有的的工人都成為他們工作領域安全的專家，例如一個焊接工成為一個焊接安全專家，機械師將成為一個機械安全的專家，....等等。

Along the same lines, Mathis recalled a conversation in which a senior executive told him he’d like to see all workers become safety experts on their jobs. For example, a welder would become a safety expert on welding, a machinist would become a safety expert on machining, and so forth.

這是其中一個我聽說過的最好的方式，馬西斯說。

“That’s one of the smartest things I’ve heard a senior-level executive say to me in a long time,” Mathis said.

所以，3R的安全經理人需要做改變嗎?

How, then, should the RRR’s of safety managers change?

你必須告訴你的安全經理：我不要你去身兼一個現場經理，領版或是主管。我希望你成為領域的專家。馬西斯解釋到。我要你在你的領域中保持最好的狀態，我要去你參加專業的發展會議，我要你去主動分析戰略以及規劃，去規劃我們能夠如何獲得更好的安全，而不是到處去救火，你需要成為監事的後盾。

“You would tell your safety manager: ‘I don't want you to be a field manager, a foreman, a supervisor out there. I want you to be a subject-matter expert,’” Mathis explained. “‘I want you to stay up to date on your field. I want you to go to professional development [conferences]. I want you to proactively analyze and strategically plan how we’re going to get better in safety, not run around putting out fires. You need to be a resource for the supervisors.’”

在理想狀況下，安全專業人員會教主管如何安全的作業，監事會教工人如何保持在安全的模式下以及如何安全的進行教練文化-創造"一個持續進步並不斷在過程中加強自身前進的鏈"

Ideally, safety professionals would teach supervisors how to coach safety, and supervisors would teach workers how to be safe and how to coach safety – creating “a continuous-improvement chain that reinforces itself everywhere along the way.”

(資料來源：EHS Today)

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