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By Propulo Consulting

By Julia Borges & Kelly Cave What is organizational culture? Many may know the term ‘culture’ as a word that describes the behavior, thoughts, feelings, and traditions of a group of people or society (1). However, in organizational change and development, its definition means something slightly different. Culture, in the context of organizations, refers to the shared norms, beliefs, and attitudes that exist among the employees of the organization (2). For example, Southwest Airlines is famous for their friendly and helpful customer-oriented culture. At Southwest, employees are empowered to go the extra mile to make customers happy, which in turn leads to

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By Josh Williams, Ph.D. The manner in which incident analyses are handled in organizations has a significant impact on organizational culture. Empirical research demonstrates effective information sharing and incident analysis practices are significantly related to fewer incidents and injuries (Wachter & Yorio, 2014). In healthy organizations, AARs are viewed within the context of a learning environment to prevent similar incidents in the future. This includes looking at all system factors contributing to incidents. In less healthy cultures, AARs neglect to fully address these factors and may be perceived as blame-oriented by employees. It is critical that executives handle AARs and associated messaging

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By Eric Michrowski We’ve all seen it or heard the stories. Someone claims to have been injured and seeks benefits. Or someone that is always off with “injuries”. I’ve heard all of them over the years including a worker that was injured over 35 times in a 20-year career! Injury-prone or are these signs of something more? What keeps me up at night isn’t the abuse. It’s when Executives get jaded by these stories and distracted from their focus on improving Safety. Safety is a real issue - and for senior leadership, owning up to our safety commitments is a moral obligation. For

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By Martin Royal It's been well established that training initiatives often result in a limited transfer of new knowledge back into the workplace. While you'll commonly hear that only 10% of what employees learn is implemented, this figure is actually closer to an average of 47%. According to a study done by Saks & Belcourt (2006), almost half of the information gained through training, by members of a training and development society, found its way into the workplace within a year of training. In any case, what this suggests is that the majority of training investment dollars don’t actually result in

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By Brie DeLisi Burnout? It’s all the rage right now… Technology has had both a wonderful and terrible impact on the workplace. We’ve streamlined processes, resulting in the ability to take on more tasks in a day than ever before. Not only that but we are connected 24 hours a day to ensure we don’t miss a thing in the office, our social circles and world news, all at once. Our brains, which are the same brains originally developed to simply ensure we are fed, sheltered, and mated, are now also dealing with the complexities of juggling responsibilities, concerns of status both

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By Eric Johnson Many organizations become saddled with bureaucracy over time, which is a natural evolution of complexity and the incorporation of controls to manage risks within the business. However, many businesses started from much smaller entities, where communication was easier and productivity achieved with far fewer people and assets. Often, it is heard that large businesses want to “tap into their startup roots” which is often code for fast execution, swift decision-making, and quick recovery from errors or issues. While it is absolutely possible to re-introduce the “start-up” culture into your business, it involves a mindset shift from one of

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