Learning from each other by Leading Practice Adoption
The Leading Practice identified by the Dust Team, the Fogger System, a water mist dust suppression system
The entry examination and making safe procedure identified as a Leading Practice by the Fall of Ground Team
An “awareness-raising” comic used in the Behavioural Communication Plan for the fogger system adoption
Visit by the Noise Team to the demonstration project for the electric rockdrill Leading Practice.
The barring procedure as part of the entry examination and making safe Leading Practice.
 
 
Helping the industry to achieve the 2013 Milestones
The MOSH Adoption System
  • identifies Leading Practices in health and safety and helps with their
    widespread adoption across industry, and
  • focusses on the “People” issues that help to overcome
    resistance-to-adoption.
The MOSH Leading Practice Adoption System consists of four steps:

Step 1: Identifiying Leading Practices
This step starts with an industry risk assessment and involves tripartite stakeholders and industry experts.

A Leading Practice should be in current use preferably in the South African mining industry, or be from an R&D programme, e.g. the Mine Health and Safety Council SIMRAC project.
Step 2: Documenting the Leading Practice at the Source Mine The Adoption Team
  • documents all key aspects of the practice including the people issues, and
  • develops a value case for the Leading Practice that is broader than a business case.

Step 3: Demonstrating the Leading Practice at the Demonstration Mine
The demonstration project is held at a mine that has not previously been exposed to the Leading Practice. It
  • refines the practice as necessary,
  • confirms its performance in a different setting, and
  • is used to finalise a Leading Practice Adoption Guide for industry use.

Step 4: Facilitating Widespread Adoption
This is done through a post-demonstration workshop where a Community of Practice for Adoption (COPA) is established. A COPA is a network of potential adopters who share information that
  • helps each other with adoption, and
  • brings about continuous performance improvements

 

An “awareness-raising” comic for the fogger system adoption.
MINING’S TRIPARTITE HEALTH AND SAFETY TARGETS AND MILESTONES

SAFETY
 Target: Zero fatalities and injuries
Milestones: By 2013, achieve world-class safety performance
HEALTH
 Target: Elimination of Silicosis and Noise-Induced Hearing Loss
Milestones:
  • After December 2013, no new cases of silicosis will occur amongst previously unexposed individuals
  • After December 2008, no deterioration in hearing greater than 10% amongst occupationally exposed individuals
  • By December 2013, noise emitted by equipment installed must not exceed 110dB(A) at any location in that workplace across Industry using Communities of Practice

Tools to secure the input, participation and support crucial for adoption
Behavioural Communication and Leadership Behaviour Plans are practical tools for
  • involving workers and leaders, who are crucial for successful adoption,
  • communicating the right thing to the right people in the right way at the right time, and
  • addressing those beliefs and behaviours that either enable or prevent adoption.

The plans are largely based on an understanding of the mental models of the people crucial to successful adoption.

Mental models are the combination of attitudes, beliefs and values that we use as a basis for making our decisions.

Mental models are determined through a process of one-onone interviews with the relevant people. Their responses are then analysed to determine their prevailing mental model.

Behavioural Communication Plans

The Behavioural Communication Plan identifies each person or group of persons who need to receive specially designed communication.

For each of these recipients, the plan sets out
  • the messages to be communicated to address issues identified from the mental models research, such as knowledge gaps or misperceptions,
  • appropriate tools of communication for delivering each message to each recipient, and
  • when each communication should be delivered, who is responsible for delivering it and how to evaluate its effectiveness.
Leadership Behaviour
The Leadership Behaviour Plan identifies what leaders need to say and do at all levels in the organisation to enable effective adoption of the Leading Practice.
It is based on the ABC concept which is best explained by example.
B - the Behaviours required of leaders.
For example:
The Section Manager regularly visits and observes the operational performance of the Leading Practice, providing positive comment on observed good performance, and noting any operational shortcomings or training needs for corrective action or personal coaching.
A - the Antecedents are the things that prompt and result in the
behaviour required of the Section Manager.
For example:
 The Production Manager ensures that making such visits and submitting appropriate exception reports is part of the Key Performance Indicators of the Section Manager.
C - the Consequences, or actions that a leader needs to take to reinforce or correct observed behaviours.
For example:
The frequency and exception reports on such visits are taken into account by the Production Manager in assessing the performance of the Section Manager.
We can see how
  • the behaviour required of each leadership level is enabled and reinforced by the next level up, and
  • it is the leadership behaviour of the first line supervisors that enables and reinforces the behaviour required of the front-line workers for adoption of the Leading Practice.
The Leadership Behaviour Plan therefore recognises that workers and leaders must work together as an integrated team to achieve successful adoption.
 
The Fall of Ground Project Team in the waiting area, prior to implementing the entry examination and making safe procedure.
Towards the 2013 Milestones
Management Structure
The MOSH Learning Hub is established to manage the MOSH Adoption System and maximise industry ownership and buy-in.
Adoption Team
The system’s primary delivery vehicle consists of
  • two members seconded full time from mining companies to manage the adoption steps, and
  • knowledgeable team members drawn from mining companies.
Secretariat
The Secretariat is staffed by specialists, who
  • guide and support Adoption Teams and scan the environment for Leading Practices, and
  • provide institutional memory and continuity for the Adoption System.
Adoption Team Sponsor
The Adoption Team Sponsor is a member of the Chamber’s Executive Council providing support to the Adoption Teams in addressing problems of a strategic nature.
The MOSH Task Force
Consisting of senior health and safety representatives of companies, it is the link between the adoption teams and industry, which
  • ensures that teams are well-aligned with industry needs, and
  • communicates the needs of the team to industry.

 
 
What must a mine manager do on
Leading Practice Adoption?
  • Make sure adoption of Leading Practices is part of the KPIs of managers and supervisors at all levels.
  • Think about: Are Leading Practices identified by the Learning Hub relevant to our mine?
  • If the Leading Practice is relevant:
  • Nominate an individual from the mine with enough ‘clout’ to the COPA. Establish a project team with enough ‘clout’ to manage adoption.
  • Give enough resources and time to the project team.
  • Make sure that workers will not lose out on their bonuses as a result of adoption.
  • Make sure that tools for worker participation and leadership support are properly applied.
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