Behaviour
To sustain high performance, any idea or behaviour must be discussed, evaluated, and adjusted on a regular basis. And, since our topic is safety, we need to address it before anything goes wrong.
This is at the core of our approach—it is authentic, down-to-earth, and above all, honest. It has worked across many different maritime organisations, cultures, and nationalities.
Reliable Safety Performance
Green-Jakobsen developed a safety behaviour concept called Safety I’s™. The purpose is to help seafarers articulate and measure desired safety behaviours, competencies, leadership traits, accountability, and human performance in general. Safety I’s define good safety behaviours that cultivate a proactive and reliable (anti-fragile) safety culture.
What Safety I’s Can Do
- Serve as the foundation for creating clear expectations of employee safety behaviours
- Define the level of competency to be achieved
- Provide a safety leadership tool to help leaders give feedback on behaviour
- Act as a starting point to ’legalise’ communication among colleagues regarding their own, others’, and shared safety behaviour performance
- Ensure accountability towards safety through the implementation of defined safety behaviours, e.g., Green-Jakobsen’s Safety I’s
Insight
Seeking and sharing knowledge
Innovation
Always thinking of new and better ways of doing things
Influence
Being a good role model
Intervention
Backing each other up by intervening in unsafe acts
Integration
Prioritising safety at all times and making it part of everything you do
Well-Defined Behaviours Impact Safety Culture
Safety I’s guided behaviours help improve the safety language among crew members. When leaders (officers, team leaders, etc.) encourage crew members to speak up during meetings/talks (Insight, Integration) and when all ranks dare to stop unsafe acts (Intervention), they also allow each other to discuss and change behaviour or the way things are usually done (Influence, Innovation)—thus creating an open and trusting work environment.
