(54cq) Sars, Safe, Alert & Resilient Behavior in Social Technical System

An organization lacking resilience to environmental challenges stems from undue behavior in the management field and in the execution of tasks. Team development methods, when unsuitable, indicate the preparation of people who are not compatible with the challenges. Thus, it is necessary to analyze the processes that aggregate people to the business environment: selection, training, integration and allocation of the worker in the operational routine. To motivate safe behavior, it is important to identify the relationship of the organization and the worker to the risks in society, in the environment and in the family.

Safe behavior depends on the negotiated culture, the type of technology, the routine tasks, and the level of acceptance of leadership. On the other hand, the analysis of the effectiveness of the operational discipline is a challenge for leaders of critical activities. In an initial project, it is sought to simulate routine situations to analyze the risk of having inappropriate profiles in the leadership or mental map not suitable, in micro decisions in the operation of work or of activities in society.

The variables are many and dynamic, not being appropriate to delimit static rules. The evaluation of socio-technical systems requires the identification of the change that may be occurring in the organization, in society, or in nature. The SARS technique that performs the diagnosis and the adaptation of the behavior, transforming it into Safe, Alert and Resilient. Behavior Safe is a subject that has the subjectivity involved and therefore, cannot be measured deterministically, admits fluctuations, varies with stress level and depends on the leadership profile installed in the team. In this environment, performance factor measurements (PSFs) are not sufficient to predict future human error due to their dynamic characteristics. To promote the desired suitability, SARS analyzes this dynamic behavior from measurements that identify cognitive gaps and their respective inefficiencies using the C4t tool. This tool deals with Communication processes, Analysis of Competence, Commitment and level of Cooperation of the team.

The SARS method intends to apply an initial strong vaccine from the recognition of good and bad habits in the operating team. In order to identify these habits and make it possible to deploy this method in the organization, it is important to discuss the strategies of data collection, diagnosis and intervention with the Company.

The identification of the initial behavior indicates repeated situations in the routine where it find the addictions, the incorrect decisions and their consequences in the human errors and accidents. Thus, it is intended to highlight the bad habits at the workstation using the playful and approximating of routines outside the company.

This training, which deals with routine situations, goes beyond the internal affairs of the organization towards the processes of worker-citizen. That is, it is rooted in cultural aspects that can indicate human errors and their failures in the task. In the initial phase of SARS is realized data collection based on the perception of competence level, decision quality and group work. Next, a diagnosis of the quality of communication and skills gaps is elaborated, besides an analysis of the level of team aggregation and the level of commitment. This C4t diagnosis will guide interventions in concept training, human error, failure processes, besides propose programs of education and modifications of rituals and beliefs believed in the organization.

The interventions make it possible to validate the preliminary diagnosis of SARS through the C4t tool. Thus, leadership needs are delimited. The establishment of formal and informal leadership groups allows for constructive movement and identification of the potential for adaptation to challenges.

After training multipliers for the diagnosis, the establishment and the process of building the level 5 leader, it is possible to certify the procedures for the establishment of safe, alert and resilient behavior. This behavior will have measurements, goals and procedures for selection, development, and establishment of new interventions in the company and in the procedures related to people.

The implementation of this "new behavior" brings a "new environment" where human errors tend to decrease as well as the likelihood of an accident. Energy losses are minimized and team productivity is increased. Self-management becomes an striking characteristic the new behavior.

The metrics are elaborated and revised for the implementation of the organizational culture project and security. Stakeholders need to know this movement! Previous investigations from practice and theory elaborate the initial material on human decisions and errors. This material is fed through the perception of other leaders who participate in the new trainings about critical decisions and the possibility of failure, bringing new information that indicates cultural aspects of what happens in the region.

Does the habit communicate with the level of knowledge? Is the habit related to standardization and feedback? Does the habit depend on the level of cooperation or commitment? Of course yes...

The development of a metric that relates behavior, task, and culture is needed to investigate control or uncontrol in the timeline and to establish a robust culture for safety. Each training is applied to result in safe behavior and at the same time confirm the hypotheses raised from the perceptions of the routine.

Knowledge of SARS objectives and implementation, in its various stages, requires lectures to be delivered to the company's leadership. At this time, the presentation of SARS and respective chronology indicate the potential to achieve a new behavior regarding safety and productivity in the operational routine.

SARS is divided into the following steps: Change of Habits, Adjustment of Competence and Change of Behavior towards Fair Culture.

In the stage of Change of Habits occurs the presentation of the program and the expectation of results from the execution of the techniques in a gradual and continuous way. This phase presents the activities in the timeline and the expected results. The first intervention requires a research on the production activities or services performed by the company. Data are collected through the pre-training survey or, in the case of a closed course, a specific survey of these data. These data indicate the operational context, the risks and the socio-technical environment. It will also be perceived and quantified the knowledge inventory, its application and the rituals in the routine of the shift.

After the presentation of the strategy for the leaders and of the data collection, starts the course to change in the habits directed to the production team, completing the first cycle of learning through SARS. This training is directed to the team that acts or manages the consequence of undue behaviors and habits. Through this course will be given a correction of the initial hypothesis about undue behavior.

The Competence Adjustment stage starts with a diagnosis based on the perception: of the operators as to their routines; of the supervisors in relation to the quality of the work; of managerial vision based on the results of the company; of the observation of the workstation; of the events related to technology, and the operator's speech when reporting occurrences.

The diagnosis also considers the strategic team's response about the API770 questionnaire. This diagnosis intends to propose interventions in the following areas: Concepts Training; Training to avoid errors and failures based on human factors and experience; Educational Programs and the change of Rituals in the functioning of the organization. These trainings will be elaborated with focus on the frontline team, in the failure and error investigators, in the team leaders, and the strategic team. After diagnosis, is planned the intervention through the various training modalities.

The Behavior change stage includes leadership building, the C4t-based behavior change interventions, and measures and interventions in the elements that make up the safety culture.

The program for leadership formation Level 5 in Process Security, in the limitations raised on competence and in the goals demanded by the organization related to incidents, accidents and other process losses.

In the Phase called Change of Behavior, methods are developed and applied, training and interventions for monitoring and adjusting standard behaviors more adequate for organizational resilience. At this point, the preliminary diagnosis of C4t is validated, just as the performance metrics will also be validated.

At this stage some objective-subjective aspects are analyzed for future Projects (APRSH, HAZOP Social). It will also be from this phase that will analyze operational control in routine and emergency situations (PADOP, LODA). Failure analysis of equipment that includes human factors (FMEAH), as well as the Analysis of Archetypes and Cognitive Function support the understanding and correction of human errors. The ultimate intention is to create an environment for Fair Culture in Security and Energy.

The SARS method responds to search for changes in habits that are not compatible with the safety behavior on the workstation and the family environment. In the implementation phases of SARS, from diagnosis to preparation of the level 5 leader, with metrics and monitoring, the participation of the operators, supervisors and managers as agents of the behavioral change process, defines the performance expected by the company.

Certification of procedures establishes safe behavior, through learning how to recognize warning signs and in the ability to make the organization resilient. The formation of multipliers is established for the continuity of the process of transformation of habits that favor human error, in habits that protect life and property.

Level 5 leaders formed during the application of SARS act as a safeguard against possible accidents. The characteristics that indicate that the leadership has reached the industry reference level, reveals the capacity for listening, communication, integration and humility, as well as the competence to act in the workstation.