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Safety Communication

By Dr. Josh Williams & Eric Michrowski Recently, on the Safety Guru Podcast, we identified our Top 21 predictions on what to look out for in Safety in 2021. Our list is based on emerging themes in all our interactions with senior leaders. We’ve republished the high-level themes in this article and encourage you to listen to our podcast for more details. 1. Mergers and Acquisitions: As the pace of mergers and acquisitions is likely to pick up in 2021, there will be increased attention on integrating Safety Cultures and conducting Safety Culture due diligence, something that isn’t sufficiently front row center

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By Josh Williams, Ph.D. Improving safety culture requires time, effort, persistence and intelligence. Leaders often do a tremendous job of instilling safety values with employees despite organizational headwinds like production pressure, under staffing, insufficient funding for safety improvements, and poorly conceived incentives. However, leaders sometimes make mistakes in their efforts to improve safety culture and performance. A few examples and lessons learned are provided below as cautionary tales to avoid. 1. Busy leaders sometimes fail to walk the talk for safety which sets the tone for the rest of the organization. Ideally, leaders set the right examples by role modeling positive safety

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By Brie DeLisi When an incident occurs or a particularly hazardous situation is discovered, who participates in remedying the situation? If the safety representative and the supervisor are the only participants, you may want to reconsider your approach to be more collaborative in order to reduce rework, future injuries and creating additional hazards. Who should be included? For starters, there should be a cross-functional team with representation from anyone who interacts with the hazard and anyone who might have insight into the hazard. The purpose of including this range of individuals is to gain as much perspective as possible. Each member should bring

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By Josh Williams, Ph.D. Last week, Dustin Johnson recorded the lowest score ever and won the Masters Golf Tournament at Augusta National during an odd, COVID-influenced November timeframe. Several years ago, I was fortunate to be able to attend a practice round at the Masters during its traditional April schedule. As advertised, the course was immaculate with its vividly green grass, azaleas in full bloom, undulating hills which TV can’t fully capture, and expansive grounds without a leaf or twig out of place. Birds even chirped in the trees (which, for some reason, were noticeably absent of squirrels). This hallowed ground

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By Madison Hanscom, PhD It is near impossible to change someone’s mind — but this can feel like an important mission for leaders and safety professionals. Some try to convince through arguing, others like to give people options to persuade them, many try appealing to emotions, and others use an ‘information overload’ approach that includes facts and figures. But what really works? How can we convince someone to work safely? How do attitudes really change? To begin, you have to make it about your specific people in their specific situation. (That’s a less direct way of saying “it depends”.) Because there’s not

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By Josh Williams, Ph.D. Forward thinking leaders are continually searching for ways to advance safety culture and prevent serious injuries and fatalities (SIFs). Several years ago, I published a book with Government Institutes entitled, “Keeping People Safe: The Human Dynamics of Injury Prevention.” The book was designed to be a user-friendly guide for leaders to improve safety culture and performance. Here are key takeaways from the book that may help your safety improvement efforts. Each of the five sections in Figure 1 will be detailed in this 5-part blog series. The first four focused on ways to improve safety leadership, systems,

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