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By Propulo Consulting

By Kelly Hamilton, Madison Hanscom, & Josh Williams, Ph.D. In today’s increasingly complex workplace, organizational leaders must be equipped to effectively deal with the relentless demands of daily decisions, challenges, and opportunities that impact all aspects of business, including safety. It is increasingly important to make intelligent decisions for safety in order to advance safety culture and prevent serious injuries and fatalities at work. Anchored in years of research and science, our team has identified five core competencies to optimize safety culture: Active Care, Walk the Talk, Build/Live the Vision; Recognize Often/Foster Growth, and Drive Thinking and Speaking. Leaders who master these

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By Josh Williams, Ph.D. Employees can prevent serious injuries and fatalities by speaking up when they see coworkers operating at-risk. Unfortunately, social norms and pressure may prevent this. Many organizations have created culture that reflect the famous Hank Williams song refrain, “Mind your own business and you won’t be minding mine.” The power of conformity, not speaking up in this case, is powerful. An illustration from social psychology demonstrates this. Decades ago, Solomon Asch asked groups of up to 15 students in a classroom setting to participate in a “vision test” (Bond, R., & Smith, P. B., 1996). Each student was asked

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By Brie DeLisi At Propulo, we understand that emergency preparedness is one of the most important indicators of organizational safety culture maturity. Emergency preparedness includes several aspects including: Identification of risks (fire, medical, natural disasters, loss of power, security, etc.)Written plans to address those risks with actionable itemsConducting drills of those plans and testing systemsApplying continuous improvement to update and validate the plans when gaps are exposed Why does this make such a big impact on safety culture? Emergency preparedness is the most basic implementation of a safety program. Without a strong understanding of potential catastrophes and how to react, there is an incredibly

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By Eric Johnson One of the biggest challenges to developing a robust safety culture we find is built around the value of safety. Unless you are Apple, corporate resources are often quite limited and have competing interests tugging at them, all while trying to demonstrate the best return on equity. Those projects/processes/activities that are best quantifiable are often the first to receive the benefit of resources. However, it is our position that increasing a focus on safety during economic downtimes can position the organization to gain marketshare when a rebound occurs. It is based on three related observations: 1. Establishing the organization as

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By Josh Williams, Ph.D. In of the most famous psychological experiments in history, Stanley Milgram set up a situation in which participants believed they were providing electric shock to a perfect stranger (who was actually a paid actor) as part of a study on memory and learning. Participants were told to shock the person, who was in another room, when he or she gave incorrect answers to various word pair questions. In some cases, the actor made a point to say he had a heart condition. In reality, the person was not being shocked. However, the participant didn’t know this. In fact,

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By Eric Johnson The front-line of many organizations is often the first segment of interaction of the company to its customers. In a past post, we have discussed the importance of customer care. In this post, we discuss empowering employees to make the decisions that align with the organization while increasing their own satisfaction with their roles and ability to achieve their career objectives. To do this, a considered approach consists of the following: 1. Develop a robust human resources program with the goal of understanding employee incentives2. Create a cross-training / rotational program to expand employee skillsets3. Create clear association of expected

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