relationship based safety
For several decades, safety performance has been steadily improved; we no longer anticipate and factor injury and death rates into development and construction plans nor allocate funds for compensation.
Safety performance has evolved from management driven systems; where managers and bosses set rules and parameters of behaviour and workers did what they wanted or thought they could get away with to behavioural observations systems where behaviour was observed and reported. Workers were trained in better systems, taught better ways to approach safety management and were empowered to take responsibility for their own safety and for that of others. The focus was squarely on the human factor as something to be controlled to continue improvement in safety performance.
Safety culture is an iceberg, where the smaller top portion is visible and tangible and the driving portion stays unsighted. We measure the visible components; the schedules, the KPI’s, the frequency rates and behavioural observation and analyses. In response, we generate more observation programs, more technology, more audits and inspections and more discipline.
The largest portion of safety culture, the driving force of safety culture is the unseen components. Safety culture is driven by the combination and interaction of individual beliefs, assumptions, communications and relationships. It is these combinations that make us who we are and how we relate in the workplace.
Safety performance has reached a plateau as a result of ignoring the driving force of safety culture. The wealth of knowledge, information and expertise required to lift safety performance to the next level is held by those doing the work, the people on the shop floor. We need to find new ways to engage with, access and utilise this vast knowledge base. People feel the need to belong, to be part of the group and to have the opportunity to contribute. They will contribute when there is self-interest and when their input is respected.
Safety success lies in activating this vast resource of knowledge and expertise, through building relationships and developing trust.
PJL WHS Consultants can work with your organisation to develop the systems and processes that will mobilise your safety resources into one functional and communicative team.
Safety performance has evolved from management driven systems; where managers and bosses set rules and parameters of behaviour and workers did what they wanted or thought they could get away with to behavioural observations systems where behaviour was observed and reported. Workers were trained in better systems, taught better ways to approach safety management and were empowered to take responsibility for their own safety and for that of others. The focus was squarely on the human factor as something to be controlled to continue improvement in safety performance.
Safety culture is an iceberg, where the smaller top portion is visible and tangible and the driving portion stays unsighted. We measure the visible components; the schedules, the KPI’s, the frequency rates and behavioural observation and analyses. In response, we generate more observation programs, more technology, more audits and inspections and more discipline.
The largest portion of safety culture, the driving force of safety culture is the unseen components. Safety culture is driven by the combination and interaction of individual beliefs, assumptions, communications and relationships. It is these combinations that make us who we are and how we relate in the workplace.
Safety performance has reached a plateau as a result of ignoring the driving force of safety culture. The wealth of knowledge, information and expertise required to lift safety performance to the next level is held by those doing the work, the people on the shop floor. We need to find new ways to engage with, access and utilise this vast knowledge base. People feel the need to belong, to be part of the group and to have the opportunity to contribute. They will contribute when there is self-interest and when their input is respected.
Safety success lies in activating this vast resource of knowledge and expertise, through building relationships and developing trust.
PJL WHS Consultants can work with your organisation to develop the systems and processes that will mobilise your safety resources into one functional and communicative team.