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Safety Culture

By Eduardo Lan People in organizations without a strong safety culture often believe that safety is somebody else's job. When asked who owns safety around here, they may point to the organization’s leaders or to somebody else other than themselves. In their mind, they may see their role as limited to production or construction and honestly believe that safety is the purview of the safety department or professional. This level of ownership shifts with a higher degree of safety culture maturity, where people understand that they have a role to play in the creation of a safe workplace. In such workplaces,

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By Josh Williams, Ph.D. Employees may believe reporting minor injuries is a waste of time or that small incidents are just “part of the job.” However, these minor injuries may have the potential for serious ones with other employees. Shining a light on these situations may help prevent serious injuries and fatalities in the future. Strong leaders encourage reporting minor injuries and close calls. To do this successfully, make the process as clear and simple for your specific organization. This includes simple instructions with reporting to supervisors, using apps, or even dropping off physical forms in deposit boxes. Regardless of your system,

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By Eduardo Lan Organizations and their leaders often work on improving safety culture and safety performance by means of tightening up safety systems and providing both technical and non-technical training. They also engage in safety coaching focused on observing and correcting unsafe behavior and conditions. Although all of this is necessary and important, it is insufficient to generate a safe workplace. Ultimately, it is people who choose to follow rules and procedures and engage in safe work. Thus, no amount of safety training, system improvements and/or behavior management will be sufficient if people don’t want to work safely. Making a Safety Connection:

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By Emily Wood Many high-risk industries have carefully studied thousands of near miss, accident, and incident reports, finding most were very similar. Investigations found the same causes of error influenced people to make mistakes, and if they changed the date, location and employee names, the same accidents and incidents were seen again and again. This blog speaks to five of the most common preconditions for human error (in no particular order) and identifies some countermeasures various industries have identified to combat such error. The American Institute of Stress found 83% of US workers suffer from work-related stress and US businesses lose $300

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By Josh Williams, Ph.D. Leaders demonstrate true safety ownership by spending time in the field asking safety questions with employees. This practice should be formalized across leadership groups, from supervisors to the C-Suite. These “listening tours” involve two-way dialogue to better understand employees’ safety suggestions, concerns, and opinions. The purpose is to bolster relationships and actively listen. It is not an enforcement activity or traditional safety audit.  When done effectively, these tours create more frequent and higher quality leader-field engagement. This leads to better relationships with workers, improved overall communication, better decision making with safety, higher morale, and additional discretionary effort with less division between the office

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By Eduardo Lan In my work as a safety culture and leadership consultant with Propulo Consulting, I often hear clients complain about how busy people are with meetings and paperwork and how little time they have for other things, such as getting out in the field. In this complex and fast-paced world of ours, it is normal to feel like this. At times, it seems like the number of emails, meetings, deadlines, and projects people are responsible for is never-ending. Dealing with it is a fact of life. However, there are things we can do to prioritize and act on what

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