The #1 Cause of Construction Accidents EXPOSED | Engineer Led Safety

Key Concepts

• Safety culture
• Leadership capacity
• Engagement capacity
• Strategic capacity
• Resiliency
• Human error
• Deviations
• Feedback loops
• Shared ownership
• Subcultures
• Risk assessment
• After-action review
• Safety RRS (Roles, Responsibilities, and Results)
• Emotional vs. Logical Response
• Continuous Improvement

Sean Galloway's Career Journey and ProAct Safety's Focus

Sean Galloway, CEO of ProAct Safety, began his career in the military followed by work at an engineering firm in England. He then joined Fluor Daniel, focusing on photogrammetry, laser scanner mapping, and as-built models in chemical plants and process environments. He became heavily involved in OSHA's process safety management regulations. In 2005, he joined ProAct Safety, becoming President in 2009 and CEO in 2021. ProAct Safety focuses on five key areas:

1. Systems: Prevention of unwanted events and planning for deviations.
2. Leadership Capacity: Making informed decisions to minimize potential harm.
3. Engagement Capacity: Actively involving individuals in safety processes.
4. Cultural Capacity: Intentionally shaping a desired safety culture.
5. Strategic Capacity: Integrating safety into overall business strategy.

Galloway emphasizes that safety should be on par with cost and schedule. He authored "Steps to Safety Culture Excellence" in 2011, which is now used in universities. His work involves providing practical steps for organizations to improve safety, with clients ranging from weapons programs to Facebook and the Houston airport construction project.

Beginning with the End in Mind: Defining Success in Construction Projects

When starting a project, like the Houston airport expansion, Galloway emphasizes "beginning with the end in mind," inspired by Stephen Covey. This involves defining what success looks like beyond just the absence of injuries. A wind farm project in Northern Ireland was used as a model, investing in a two-day workshop with the GC and subcontractors to define success. The traditional paradigm of measuring success by the absence of injuries is flawed because it can create a dangerous perception that anything that doesn't result in injury is safe. It's crucial to mature safety thinking and evolve the definition of success, not just at the end but throughout the project. Mechanisms are needed to monitor alignment with expectations and intervene before incidents occur. Regular check-ins and creating an environment where people can speak up about deviations are essential.

Common Safety Challenges and the Boeing Case

Common safety challenges in construction projects include human error, miscalculations, load and stress issues, improper materials, theoretical understanding of construction, and poor workmanship. Galloway's book, "The Bridge to Excellence," uses the metaphor of a bridge to represent an organization, with compliance and culture as pillars, leadership as the span, and trust as the connecting element. He emphasizes the need for constant inspection and maintenance, as well as protection against unforeseen events. The Francis Scott Key Bridge collapse in Baltimore highlights the importance of building in resiliency against unforeseen factors like tanker impacts and environmental factors.

The Boeing case illustrates the impact of leadership styles on safety. The merger with McDonald Douglas led to a shift away from a quality-oriented culture. Moving the corporate headquarters away from Seattle and the engineers away from the production floor weakened feedback loops. Rumors of backlash against those who spoke up about safety concerns further deteriorated the safety culture. This resulted in weak signals and ultimately contributed to the two 737 Max crashes.

Structural Engineers and Effective Safety Leadership

Structural engineers can demonstrate effective safety leadership even when not on-site by:

1. Promoting a Culture of Safety: Prioritizing safety over cost and schedule.
2. Defining Safety RRS: Clarifying roles, responsibilities, and results related to safety for all personnel.
3. Engaging in Continuous Learning: Staying informed about safety regulations and best practices.
4. Increasing Safety Acumen: Enhancing the safety technical knowledge of project personnel.
5. Involving Others in Decisions: Incorporating input from those at the "sharp end of the stick" (those performing the work).

Galloway emphasizes the importance of getting project engineers and managers out of the office to observe work being performed. This helps them gain a better understanding of the challenges and potential deviations. He also highlights the importance of involving people in the decision-making process to foster a sense of ownership.

Shared Ownership and Engaging Subcultures

Shared ownership is crucial for complex projects with diverse teams. Galloway's book, "Shared Ownership: Engaging the Subcultures," addresses this topic. The potential number of subcultures on a project is related to the number of first-line supervisors. Engagement begins with getting people interested, then achieving buy-in, willing participation, and finally, self-ownership. People support what they help to create. It's important to identify influential people within each subculture and involve them in shaping the overall safety culture. Answering the "What's In It For Me" (WIIFM) question is essential for achieving shared ownership.

Fostering a Safety Mentality Throughout the Project Lifecycle

Fostering a safety mentality from start to finish requires a strong commitment from the general contractor or client organization. This commitment should be reflected in the tendering process, vendor selection, and performance recognition. It's crucial to have honest conversations at the board and executive levels about the organization's safety objectives. Is the goal to be world-class or simply to incrementally improve? The answer will determine the resources allocated to safety. Contingencies should be built in to address deviations. Strong and clear communication is essential. Projects often fail in the beginning due to misaligned expectations.

Convincing Stakeholders to Invest in Safety

While most organizations in the developed world recognize the importance of safety, it's crucial to demonstrate the value of investing in it. Poor safety performance is an indicator of leadership capabilities and organizational health. It's often correlated with poor performance in cost, schedule, and quality. A tragic event can serve as a defining moment, but it's better to proactively address safety concerns. Leaders must become uncomfortable with the current level of performance and set realistic expectations. They should also be aware of the messages they are sending and how their decisions are being carried out.

Encouraging Leadership to Focus on Safety from the Frontline

Individuals in frontline positions can encourage leadership to focus on safety by:

1. Leading Themselves First: Focusing on their own actions and behaviors.
2. Asking Questions: Using the Socratic method to understand the organization's perspective.
3. Seeking Out Information: Staying informed about safety best practices through social media, podcasts, and other resources.
4. Sharing Thoughts: Contributing to articles, newsletters, or safety meetings.
5. Building Relationships: Establishing rapport with supervisors and understanding their interests.

It's important to identify mechanisms for voicing concerns and to connect with what's important to the leaders.

Conclusion

The conversation with Sean Galloway emphasizes that safety is not just a set of rules but a culture that must be cultivated from the top down. It requires a commitment to continuous improvement, open communication, shared ownership, and a willingness to learn from both successes and failures. By prioritizing safety, organizations can not only protect their employees but also improve their overall performance and achieve their business objectives.