World of Safety and Health Asia > News Feed > Safety & Health > Rules Of Engagement – Improving WSH Outcomes

Rules Of Engagement – Improving WSH Outcomes

15/10/2020 Safety & Health

Sponsored Article by Dr Narayanaswamy Venkataraman

In general, Rules of engagement (ROE) are the internal rules or directives among military forces (including individuals) that define the circumstances, conditions, degree, and manner in which the use of force, or actions which might be construed as provocative, may be applied. SAP, a US based software company mentions three pillars of Rules of engagement(2) which includes participation etiquettes, unacceptable content and Grounds of rejection of posts. It is believed that, Rules of engagement help define how your team will interact. Defining the rules of engagement can help team focus on what is most important–performance. They might address how to:

  • make decisions, share information,
  • consider ideas for improvement,
  • coordinate hand-offs, review work,
  • challenge prevailing thought, prioritize and
  • resolve conflict.

Some examples of how rules of engagement can be written include:

  • All reports must be reviewed by at least one other team member before leaving our department.
  • If an issue is not resolved after five e-mails, you must meet (phone or in person) to resolve the issue.
  • Customer-related tasks are always a higher priority than internal tasks.
  • No team or committee meetings last more than one hour.
  • Every incident or accident is debriefed for lessons learned within one week of incident.
  • Speak your mind during meetings, not after.
  • We accept and encourage constructive disagreement as necessary to yield the best decisions for our team–nothing personal.
  • All problems must be presented with a solution.

Rules of engagement must be consistent while also accounting for a variety of potential scenarios and the political and military aspects of a given situation. Rules of engagement(4) do not normally dictate how a result is to be achieved, but will indicate what measures may be unacceptable. Steve Tobak mentions of 10 management rules of engagement which includes foster a culture, nipping dysfunctional behaviour in the bud, incentivize the right kind of behaviour, promote organisational alignment, drive accountability, and encourage effective communication. Other rules of engagement towards a better workplace includes “attack the problem and not the person”, “do not rip off ideas, riff them on”. So, what best describes WSH rules of engagement (WSH RoE)? This paper makes an attempt to identify, evaluate and control WSH RoE.

Various definitions that are used to describe RoE are identified. Relevant information pertaining to best described as the practices or behaviour by the employees in situations such as conflicts and negotiations. However, unwritten rules of engagement determine what information is given, to whom it is given, how it is given, when it is given and what is the desired outcome. Fig 1 briefly explains the causes for human failure/error. Error can be skill based or mistake by the worker.

Fig 2 gives the relationship of different aspects in workplace safety and health that best describes the involvement of RoE due to improved worker behavior.

Workplace Safety and Health Rules of Engagement begins with understanding the different perspectives relating to human failure, and considers the implications of these perspectives for workplace safety and health (WSH) management, particularly as it relates to establishing and managing rules. As shown in Fig 1, understanding the human error can potentially be a difficult task but with leadership, it can be resolved.

Safety rules and procedures are fundamental components of an organizational safety management system. Here, it is important to identify occurrences of workers’ violations of WHS‐related rules especially in the construction industry and the situations or circumstances in which violations occurred. Cultural changes or behavior changes often involves resources, time and engagement.

Any worker who potentially exhibits unsafe behavior is a potential threat and a use of threat or force may be the option. It should be noted that Rule violations are distinguished from other forms of human error. As workplace culture is deeply embedded in competency, cultures, values, and beliefs, Human resources play a role by selecting the right individual for the job.

The concept of Theory X and Theory Y was developed by social psychologist Douglas McGregor. It describes two contrasting sets of assumptions that managers make about their people: Theory X – people dislike work, have little ambition, and are unwilling to take responsibility. Theory X assumes that workers lack self-motivation, which means that they should be continuously monitored and supervised so that they can produce optimally while theory Y implies that employees are self-motivated and self-controlled and as such, they should not be observed or supervised. The other
theory worker is Theory Z, where motivation is considered. Fig 3 shows the Theory X and Y worker

In dealing with worker engagement, it is relatively easy to deal with persons of theory Y. However, when they are over enthuastic, they might also be a potential for failures.

Worker’s failure and the consequences of not following rules, procedures, practices should be identified. Something similar to understanding Theory X worker. Once such workers are identified, control measures to be implemented, which includes behaviour based safety programs, effective engagement programs and reward program. By embarking on rules of engagement on workers safety and health, improvement in safety and health outcomes can be seen.

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