Dunder Mifflin and Your Safety Teams

There’s a quote from the TV Sitcom, The Office and Steve Carell who stars as Michael Scott, Regional Manager of the Dunder Mifflin Scranton Branch that goes something like this, “Yes, I love teamwork because that means I don’t have to take all the blame.” 

Teams can make a real difference in your own safety success but it requires that everyone contribute. But please don't hurry your teams along ― your organization has to be ready and well prepared to make the leap. Safety teams can’t flourish and succeed without the right dynamics, support, knowledge, and shared responsibilities.

1.  Team Dynamics.   Whether it's an accident investigation team or a hazard abatement team — the dynamics of the group is the foundation for greater outcomes in terms of productivity and reduction of losses.  Real teams have:  a) clear objectives and clear work tasks to complete; b) they have well defined responsibilities and boundaries for their work; and c) they've been given the authority to operate as a safety team.  All of these facets move the group in a direction that helps them to become self-managing, self-sufficient, and increasingly self-sustaining. 

2.  Emotionally Driven.  Teams also have to be given clear direction that connects the head and heart.  People have to believe in their minds that what they're doing is important and worthwhile but they also have to believe it in their hearts.  Members have to be driven emotionally — they have to be excited about possibilities, the cause, and about working with others who have the same goals.  And they have to realize what there are doing makes a difference in the lives of others.  

3.  Synergy and Balance.  Each group has to have the appropriate number of people and the right mix of skills.   If your safety teams are too large it is difficult to move though tough decisions but if they are too small the diversity of views and talents is not there.  These same people have to work well together, complement each other, and push each other to make the most of their abilities.  Some workers may have great technical knowledge, say in electricity, and others may have great communications skills.  

4.  Organizational Support.  Safety teams work in a larger arena or context than what they may readily understand ― they work within their own companies, and their own organizations.  Work teams are made up of individuals who need to be recognized for their particular safety-related efforts and achievements.  And at times, your own safety teams need to be rewarded and recognized based on their distinct accomplishments.  Recognition and rewards also need to be appropriate for your culture and must be aligned with your vision for safety. 

5.  Great Coaching.  The best of players on the best of teams need great coaching to meet their goals.  Great coaching requires great communications.  It requires honesty and openness regarding the team's direction and focus.  It also necessitates, that at times, team members be pushed outside of their comfort zones, to take risks that offer greater rewards relative to safety achievements.  Great coaches are patient yet persistent — pushing their team to new levels of success — not allowing them to give up.
 
I've seen safety-related teams make a big difference — but you have to have the right culture and right team dynamics in place.  Safety teams can move your organization to another level of achievement but their assembly, development, and ongoing performance has to be based on a number of the key elements like those addressed above or your teams will not reach their desired level of success or may fail completely.  Even if you’re not ready for self-sustaining safety teams, the elements highlighted above can help your organization move towards greater safety-related teamwork.