Improving Observable Leadership Behaviours in Asset Integrity and Process Safety Huddles Through the Utilization of Thriving in Change (TIC) Approach.
Authors: Al Shammakhi Adnan , Oelofse Kevin , Al Busaidi Maram , Al Sukaiti Fakhri , Al Shekaili Bader 
Published: October 2022

Abstract

Objectives/Scope
The purpose of this paper is to share knowledge from utilizing a novel behavioral change management approach, that incorporates agile, ideation and experimentation methods, to improve Asset Integrity and Process Safety Management (AIPSM) at Petroleum Development Oman. This paper includes an overview of the methods used to achieve positive shifts in safety leadership Behaviors observed during team AIPSM engagements or "huddles".

Methods, Procedures, Process
Our Thriving in Change (TIC) approach was utilized, and the following methods were deployed: 1) Observable Behaviors identification: This involved identifying the leadership Behaviors critical to AIPSM success. 2)Ideation: This creative process involved co-creating possible behavioral intervention ideas or "nudges" with key stakeholders. 3)Prioritization: Ideas were prioritized based on the most passionate first since people support what they are most passionate about. The selected idea was then further improved to fit within typical cost, time and do-ability constraints. 4)Behavioral Experimentation: The idea was then converted into an experiment card to facilitate the planning, measurement and learning around the behavioral experiment

Results, Observations, Conclusions
The primary outcomes of this process were: 1) Behavior Observation card: a simple and cost effective co-created solution to nudging leaders at all levels towards the Behaviors that are required in creating a culture that supports AIPSM 2)Minimal resistance: People support what they help to develop. The approach of selecting the most passionate idea first helped drive higher levels of engagement and participation in the execution of the idea. 3)Create a learning organization: The PDCA nature of the experimentation card promotes cycles of learning and experimentation until the goal is achieved. 4) Speed of implementation: The agile approach encouraged quicker doing and results. Learning our way into it rather than suffering "analysis paralysis". The observations from our behavioral experiment: The first round of experimentation was not successful, however it provided us with several learnings such as shifting the language used and making the observation card simpler and easier to use. The second round of experimentation in 4 different areas provided a more positive result. Within a month we observed improvements in the targeted leadership Behaviors and huddle leaders viewed this as a valuable coaching tool. The observation card is now being rolled out across all PDO AIPSM "huddles". As a conclusion, the observation card helped to improve observable leadership Behaviors such as communication, transparency, respect etc, which improved the overall AIPSM management.

Novel/Additive Information
Holistically the approach used can be transferred to any other business with some customization to suit each organization business nature. The utilization of change management tools such as ideation and behavioral experimentation is not common in the oil field sector. Looking to the future we can expand the utilization of the change management tools to other HSE project and furthermore to support some PDO strategic projects.