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By Propulo Consulting

By Eric Michrowski Speaking up saves lives. Looking back on the series of events that led to an incident, most people will recall something “off” – a gut feeling that they shouldn’t have proceeded as normal. Unfortunately, people usually don’t feel comfortable raising issues or sharing bad news. One of the most critical levers for leaders to drive is increasing team members’ comfort with speaking up, stopping work, and escalating issues. Feeling comfortable enough to raise issues without fear of negative repercussions is also referred to as psychological safety. Leaders often inadvertently encourage their teams to get the job done at all costs by praising a rapid

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By Josh Williams, Ph.D. Providing effective peer feedback for safety is one of the best ways to prevent serious injuries and fatalities. Employees understand the job and generally know when someone is putting themselves at risk. Plus, supervisors and managers aren’t always around when people are doing something dangerous.   Unfortunately, giving and receiving peer-to-peer safety feedback can be difficult. Employees may be reluctant to give safety feedback because they’ve never done it before, think it’s a supervisor’s or EHS’s job, lack confidence in their ability to provide good feedback, or worry that employees will be offended. Too many people take safety

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By Eric Michrowski When it comes to culture change, people often reference a ‘concrete middle’, which is the idea that senior leadership’s desire for change doesn’t pass through middle levels of management to reach the front line. It’s essential that safety culture changes pierce through this potential resistance, as safety is a primary concern, especially for front-line team members. Driving Safety Culture Across Your Organization Once training has clearly communicated leadership expectations around culture change to your team members, it’s time to turn these expectations into actions so that change momentum drives through your entire organization. Themes such as Psychological Safety (comfort speaking

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Dr. Josh Williams and Emily Wood On July 2nd of 2021, two people at the University Hospital Cleveland Medical Center were undergoing surgery to receive new kidneys to save their lives. And then something went wrong. “The health system confirms a kidney meant for one patient was mistakenly transplanted into the wrong person. Now we’re told the mistake wasn’t noticed until the second operation. UH won’t confirm how far along the surgery was when the transplant team realized they had the kidney intended for the first patient. Two “caregivers" — UH would not disclose if they are doctors, nurses, or other staff —

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By Eduardo Lan Creating a safe workplace has a lot to do with redirecting people's risky behaviors toward safer decisions and actions, which in turn produce safer outcomes. This is achieved, in part, by having policies and procedures, as well as other systems, that make it clear for people what is expected of them. The other crucial element is effective leadership. Together they foster a safe work culture. Redirecting people's behavior is an integral part of a leaders responsibility. However, doing so is neither comfortable nor easy, and thus many leaders avoid this responsibility or do so unskilfully, failing to change the

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By Josh Williams, Ph.D. For decades, you couldn’t attend a safety conference or open a safety magazine without running into behavior-based safety (BBS). It was EVERYWHERE! Some hailed BBS as the “next big thing.” Others said it was just another “blame the employee” program. Whatever your stance on BBS, it was ever-present and top of mind for many organizational leaders looking to jumpstart their safety performance.    And then a funny thing happened … we stopped hearing about it. Even one of the original architects of BBS declared it dead. So, the question is: Is BBS really dead? And if so, who or

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