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By Propulo Consulting

By Madison Hanscom and Brie DeLisi When it comes to occupational safety, planning and procedures are incredibly important. They may be a legal requirement in some respects, and they also provide a guideline for the workforce to be aligned on mission, goals, and activities. When taking on a culture change approach for achieving better workplace safety, planning and procedures will be a critical component. Planning will help to bring implementation strategies for improving safety performance to life. It can also help to identify key priorities. Procedures will provide guidance and direction for everyday functioning along the way. However, this is not enough

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By Josh Williams, Ph.D. Effective leaders continuously look for ways to increase employee safety commitment. Employees who feel committed to the organization are more likely to work safely, caution others for safety, and get actively involved in safety efforts. Those who aren’t committed rarely go beyond the call of duty for safety or anything else. In fact, they may have more serious issues such as non-compliance, absenteeism/tardiness, and confrontations with others. Organizational commitment consists of (Saal & Knight,1995): Strong support and acceptance of the organization’s values and goals. The willingness to put forward considerable effort for the organization. A strong desire to maintain membership

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By Josh Williams, Ph.D. Previous blogs have addressed numerous ways leaders need to “show up” for safety. Unfortunately, leaders sometimes inadvertently encourage at-risk behavior by failing to praise safe behaviors, ignoring at-risk behaviors, over-emphasizing production, and modeling risky behaviors. Here’s a quick summary: Fail to reinforce a safe behavior - Managers and Supervisors may fail to praise safe behaviors because they don’t notice them, don’t want to take time to address them, or because they think it’s unwarranted ( “That’s what they get paid for.” ). However, praise increases the likelihood employees will continue to operate safely even though it takes longer or

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By Josh Williams, Ph.D. There are many ways leaders “show up” for safety. Effective communication is near the top of the list. Leaders show they understand and care through thoughtful, interactive conversations with employees. This includes strong listening skills and authentic responses to issues that arise. This is the essence of empathic communication and is vastly different from these maladaptive patterns: dominant, passive, and passive aggressive (adapted from Brounstein, 2001). A brief review of each style is provided below. Which one best reflects how you lead and interact with your employees? Dominant Communicators Dominant communicators believe aggressiveness is more effective than diplomacy and

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By Brie DeLisi Most industrial organizations have implemented some form of near miss, close call or observation program – whether it is a top-of-the-line app that make reporting a breeze, to paper forms that can be dropped in a box. While completely different methodologies, both will either succeed or fail based on the same factors. We’ve seen a number of organizations with these reporting systems and incentive programs to report – a drawing for a gift card or pizza for the department every month. Maybe a quarterly “best reported near miss award.” And yet we consistently hear our client say that they

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By Madison Hanscom, PhD The world is changing, and it is vital to prioritize organizational learning both during times of adjustment and during sustainment periods. Exemplar knowledge sharing and learning are critical components in leading a successful business, and it is also a determinant in leading a safe one. There is a clear connection between organizational learning and a safe work environment. For instance, according to the OSHA standards, organizations should implement procedures to investigate and analyze incidents in order to learn, determine preventative action, and identify opportunities for continual improvement. This is why when we think of organizational learning in the

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