Now is the time to put all our behavioral skills to work. In real ways, we are protecting our colleagues by wearing masks. But how can we utilize behavioral science best practices to ensure mask wearing compliance in the work place?
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People are active. They don’t want to sit back and be passive. In fact, these particular set of heroes want to be ACTIVE in the face of our nation’s crisis. They need to be told what to DO, not what to NOT-do. This professional workforce can actively engage in many ways to positively impact their own health and the safety of the region’s food supply. Empower the workforce to pinpoint the active behaviors they can all engage in.
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What does our global attention to hand washing during pandemics teach us about worker compliance around life-critical and other behaviors required for safety?
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Making idle threats can be a dysfunctional practice that kills your safety culture.
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Do our trainings translate out in the field, where the work is done? Are workers able to discriminate the safe behaviors they need during the task… in the moment? Practicing and utilizing the T.H.A.N.K.S. conversation will create results in behavior.
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By the time workers find themselves in a position to take risks, we have already lost. There were a whole host of behaviors, done by a host of other people, unaware they have participated in perfectly creating the conditions for workers to take risks. We need to discover the interlocking behaviors that lead to risk taking among Front Line Workers
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Twas the night before Christmas
And all through the shop
Eight elves were busy working
Even Snap, Crackle, and Pop
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Get this in your head; tattoo it on the back of your hand to remind you. Behavior is neutral. This simple mantra will set your safety program free of the dysfunctions that kill your safety culture.
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When we suffer an incident we want to use every tool in the arsenal to keep it from happening again. And one of the simplest tactics is to create (yet another) rule.
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It’s a tricky thing to grow, this safety culture. It’s more than just an engineered process. Luckily we have our families to learn from.
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Excellent safety management systems reinforce people for reporting. This does not mean giving out a prize or pat on the back. Reporters get reinforced for reporting because things got better because they reported.
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Taken as a whole it seems like complacency is pervasive – the #1 cause of injury. How often does “complacency” show up as one of the causes attributed to the injury or close call?
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WHO HAS BEEN IN A TRAINING CLASS where some consultant is teaching you about “Culture”? But, in reality, deep down inside where these things are hidden, you admit to yourself that you really, really don’t know what this term really means.
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We can easily make the analogy between a prisoner trying to escape and the hazards and risks related to injuries.
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Your safety management systems act like the structure of a building aimed at reducing risk. These systems can fail due to lack of participation. They needed more rebar. Ask yourself: What behaviors do you need to build into your safety processes? What must you reinforce?
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The whole program is run by the safety department and few anointed safety enthusiasts who do the observations or supervisors, who have observations cards to complete on top of mounds of other paperwork. Employee involvement is nonexistent. This may seem the most reliable way to do behavioral safety, but it’s creating an undesirable effect inside of the operation.
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Your annual injury rate is a static number. It can define your safety program performance but injury rates can seem random. It’s frustrating working so hard to reduce that rate only to have it bounce around arbitrarily.
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When the costs outweigh the benefits, the safety-related behavior does not happen.
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