{"id":7031,"date":"2021-08-12T11:22:57","date_gmt":"2021-08-12T09:22:57","guid":{"rendered":"http:\/\/masagrupo.com\/?p=7031"},"modified":"2025-11-17T12:54:46","modified_gmt":"2025-11-17T11:54:46","slug":"preventive-culture-our-projects","status":"publish","type":"post","link":"https:\/\/masagrupo.com\/en\/cultura-preventiva-nuestros-proyectos\/","title":{"rendered":"Preventive Culture: our projects"},"content":{"rendered":"

CULTURE OF PREVENTION DRIVERS PROGRAMME<\/strong><\/h2>\n

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The need to\u00a0adapt to the increasing complexity and uncertainty of prevention processes, which require a change in behaviour and culture,\u00a0<\/strong>has led us to develop a programme\u00a0cultural transformation: 'CULTURE OF PREVENTION PROMOTERS PROGRAMME<\/strong><\/em>\u00a0\u00a8, as a new way to generate, lead and achieve real change at the level of PREVENTIVE CULTURE that allows us to transform attitudes in work teams.<\/p>\n

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WHAT IS IT FOR?<\/strong><\/h4>\n

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Our challenge is to increase the preventive culture, to achieve\u00a0results by changing culture<\/strong>\u00a0y,\u00a0changing culture, to achieve results<\/strong>. So we had to\u00a0acting with people<\/strong>, The main lines of action have always been focused on processes, procedures and training in the execution of the work, rather than on the processes, procedures and training in the execution of the work,\u00a0NO\u00a0<\/strong>achieving significant visible and measurable changes at the preventive level.<\/em><\/p>\n

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WHAT WAS NEEDED?<\/strong><\/h4>\n

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PERSONS<\/u><\/strong>,<\/span> We had to identify among our workers those who had potential skills to promote change.<\/p>\n

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And a\u00a0METHOD<\/span><\/u><\/strong>, This is where our PARTNER comes in,\u00a0RESULTS2<\/em>\u00a0\u00a0<\/strong>We started with a team of experts in business coaching in innovation culture, we began to get to know our problems and our needs until the approach emerged, identifying:<\/p>\n

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what are the skills needed to bring about change?<\/em><\/strong><\/h5>\n

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  • Leadership without hierarchical authority,<\/u><\/em><\/strong>\u00a0not always the boss is a leader, nor is a leader a boss, and as in prevention it is important that everyone is a leader, so it is important to acquire leadership skills.<\/li>\n
  • Internal and external customer orientation<\/u><\/em><\/strong>, In addition, communication strategies with co-workers (who are our internal customers) are important, but we also had to enhance the way we communicate with our customers, the supervisors, who are the people our teams deal with on a daily basis.<\/li>\n
  • Leading diversity<\/u><\/em><\/strong>,<\/em><\/strong>\u00a0In organisations, in our workplaces, or with the teams we work with on a daily basis, we are confronted with different cultures, generations, different ways of being and being and at all times we need to have the skills to manage this diversity in different areas and aspects.<\/li>\n
  • Systemic vision<\/u><\/em><\/strong>, organisations are driven by people's identification and commitment.<\/li>\n
  • \u200b\u200b\u200b\u200b\u200b\u200b\u200bGenerating commitment<\/u><\/em><\/strong>, To be competitive, organisations must become more agile and efficient. In order to achieve change, it is necessary to get out of the comfort zone, which is why commitment is essential. If there is no commitment, there is hardly any change.<\/li>\n
  • Managing change<\/u><\/em><\/strong>, In an environment of permanent change, it is essential, on the one hand, to perceive the changes that are taking place and, at the same time, to have the capacity to adapt and react to them.<\/li>\n
  • Managing emotions<\/u><\/em><\/strong>, The management of the emotions of individuals and teams is a key factor. When we manage emotions, individually, we will be able to make the team's relationships flow.<\/li>\n<\/ul>\n

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    Once we know what we need, we know what we need:\u00a0<\/em><\/strong><\/p>\n

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    A NETWORK OF DRIVERS<\/span><\/em><\/strong><\/p>\n

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    WHAT ARE THEY?<\/strong><\/h4>\n

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    They are volunteers, with different hierarchical levels, different functions, with the capacity to influence and set an example for others, in order to achieve concrete results. They are the\u00a0real driver of change<\/strong>\u00a0with the ability to induce change to take place,<\/strong>\u00a0like bacteria that transform must into good wine, or curdled milk into excellent cheese.<\/p>\n

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    HOW DO THEY WORK?<\/strong><\/h4>\n

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    They work on three levels:<\/p>\n

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    • Individually<\/strong><\/li>\n
    • Self-led, autonomous and cross-cutting teams<\/strong><\/li>\n
    • And in communities of teams<\/strong><\/li>\n<\/ul>\n

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      During the process, they create their identity, their values, and a common purpose aligned with the challenges of change and transformation by identifying their own KPIs.<\/p>\n

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      WHAT DO THEY ACHIEVE?<\/strong><\/h4>\n

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      • Personal development and transformation<\/strong>\u00a0so that they put their creativity, talent and entrepreneurial attitude at the service of the process.<\/li>\n
      • They facilitate behaviour change through momentum, engagement and influence.<\/li>\n<\/ul>\n

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        They also achieve:<\/p>\n

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        • Cultural improvement and progress<\/li>\n
        • Be people interested in participating, implementing concrete actions to achieve the project's objectives and cultural change.<\/li>\n<\/ul>\n

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          WHAT WAS THE PROCESS?<\/strong><\/h4>\n

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          Several STAGES can be distinguished in the development of the process:<\/p>\n

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          PHASE 1:<\/strong><\/p>\n

          The launch<\/strong>\u00a0is carried out in a session with the Project Management: Prevention Management, and Prevention Manager and Production Manager and with the Prevention Technicians of the corresponding management(s) and with our partner, in this session challenges, purposes and KPI's are defined.<\/p>\n

          \u00a0<\/p>\n

          \u00a0<\/p>\n

          \u00a0<\/p>\n

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          PHASE 2:<\/strong><\/p>\n

          The\u00a0formula<\/strong>\u00a0R<\/strong>\u00a0consists of a workshop of reflection and discovery in which we start from the lack of knowledge, which we call\u00a0unconscious incompetence<\/strong>\u00a0which means that we do not know that we can acquire a new skill and we do not know what that skill could bring us.<\/p>\n

          This workshop takes us from a state of unconscious incompetence to a state of\u00a0conscious incompetence<\/strong>.<\/p>\n

          It is a stage of reflection and discovery, where we are in a state of knowledge of a skill, but not knowing how to go about acquiring it.<\/p>\n

          I discover what my results depend on through systemic dynamics, understanding a team as a living organism with the capacity to produce results with its performance and emotions. It also generates a shared vision, creating a common purpose, in which behaviours and attitudes are agreed to achieve a result in which the team itself develops a culture.<\/p>\n

          At the end of this workshop, in addition to some workers who voluntarily wish to continue in the project, people and skills are identified, although they are not developed and some do not even know how to identify them very well, but they do have the capacity, motivation and predisposition for change.<\/p>\n

          PHASE 3:<\/strong><\/p>\n

          Training of drivers<\/strong><\/p>\n

          1st) Influencing skills workshop<\/em><\/p>\n

          2nd) Systemic skills workshop<\/em><\/p>\n

          Influencing skills workshop<\/u><\/strong><\/p>\n

          We learn to live by changing our behaviour and attitude. And in that the goal set is learning and experimentation when we are aware of our incompetence in a skill we wish to acquire, because we already know it exists and we have decided to acquire it.<\/p>\n

          We enter a stage that brings knowledge: theory and also the first practices and demonstrations, basically working in groups, and we reach the state of\u00a0conscious competence,<\/strong>\u00a0in that we have learned the skill, but it is necessary to focus on it every time we perform it in the course of this workshop we work on influencing skills:<\/p>\n

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          • Managing emotions, emotional intelligence<\/li>\n
          • Leadership without hierarchical authority, the aspects of persuasion, influence<\/li>\n
          • Leading diversity<\/li>\n
          • Managing and living naturally with change<\/li>\n<\/ul>\n

            Systemic skills workshop<\/u><\/strong><\/p>\n

            To get out of the discomfort of conscious competition, we have no choice but to practice, to experiment repeatedly, with discipline, in order to reach the desired goal: to reach a level of\u00a0unconscious competition<\/strong>, This allows us to make use of our competence in a natural way, without having to make an extra effort, having acquired the skill fully.<\/p>\n

            Our challenge<\/u><\/em>, is to induce preventive behaviour and attitudes in other colleagues and at all levels, creating a real preventive culture, and that this ability becomes an integral part of the preventive culture.\u00a0unconscious competition<\/u>.<\/em><\/p>\n

            The systemic skills, the focus of learning and development in this workshop are:<\/p>\n

              \n
            • Facilitating internal and external customer orientation<\/li>\n
            • Facilitate and generate commitment, motivation, talent and creativity in the members of the group.<\/li>\n
            • And the systemic vision and excellence of the organisation.<\/li>\n<\/ul>\n

              During the sessions, we have been able to perceive the substantial changes that are taking place in people, the achievements they mentioned of changes in behaviour and attitudes that had helped them to achieve goals and objectives, both in their personal and professional spheres. \u00a0<\/p>\n

              From an attitude that is usually closed in on itself, they move on to putting into practice communication skills, managing emotions and team negotiation skills in order to achieve the results they had set out to achieve.<\/p>\n

              PHASE 4:<\/strong><\/p>\n

              In this community of teams, experiences, mistakes, good practices and feedbacks are shared, and work is done to consolidate and deepen in creating unconscious competence. Also, the progress achieved is shared and celebrated as a team, advancing in its autonomy and becoming a work habit.<\/p>\n

              Having experimented in the usual working environment, where teams have defined actions and implemented them, it has to be said that some of the actions have been well received and have achieved the expected results and others, however, have not been well received and have met with resistance, even finding \"reasons\" to renege on their commitments and not face their fears or simply have not produced the expected results.<\/p>\n

              By sharing their experiences, they become aware of their new unconscious competences, they become aware of their new habits and behaviours, also by sharing their achievements, new commitments are generated, they strengthen their confidence and motivation, the attitude of change and continuous improvement.<\/p>\n

              In this phase, results are also tracked through KPI's identifying task and culture achievements.<\/p>\n

              PHASE 5:<\/strong><\/p>\n

              The main achievements:<\/strong><\/p>\n

                \n
              • More accountability and fewer complaints in the use of PPE.<\/li>\n
              • Increase in proposals for improvement by operators, and communication of anomalies.<\/li>\n
              • Active participation and Innovation (doing differently - different results)<\/li>\n
              • More support, camaraderie and coordination between team members.<\/li>\n
              • Less complaints, more trust and confidence is achieved, awareness of continuous improvement and more collaboration.<\/li>\n
              • Use of both reinforcement (positive) and improvement (negative) feedback is welcomed.<\/li>\n<\/ul>\n

                There is also a perceived personal growth of the drivers who are more confident and daring.<\/p>\n

                In order to achieve a cultural transformation, we work on skills of influence, innovation and transversal leadership focused on preventive activity, as a new way of generating, leading and achieving real change, managing emotions, attitudes and generating commitment.\u00a0<\/em><\/strong><\/p>\n

                The IMPULSORS are people with the capacity to influence the other members of the team, with the capacity to manage and act, to handle Vulnerable, Uncertain, Changing and Ambiguous environments.<\/em><\/strong><\/p>\n<\/div>

                We are currently developing an internal IMPULSORES Trainer Certification programme to facilitate the implementation of the programme throughout the company.\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>We are currently developing an internal IMPULSORES Trainer Certification programme to facilitate the implementation of the programme throughout the company.\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span><\/h2><\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"

                The need to adapt to the growing complexity and uncertainty of prevention processes, which require a change in behaviour and culture, has led us to develop a cultural transformation programme.<\/p>","protected":false},"author":2,"featured_media":7060,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-7031","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digitalizacion-del-mantenimiento"],"yoast_head":"\nCultura Preventiva: nuestros proyectos - Grupo Masa<\/title>\n<meta name=\"description\" content=\"\u00b4PROGRAMA DE IMPULSORES DE CULTURA DE PREVENCI\u00d3N \u00a8, una nueva forma de generar, liderar y conseguir el aut\u00e9ntico cambio a nivel de CULTURA PREVENTIVA\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/masagrupo.com\/en\/preventive-culture-our-projects\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Cultura Preventiva: nuestros proyectos - 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