An Alternative Method of Introducing Safer Working Behavior

Many people are adverse to change in the workplace because of failed initiatives of the past. Their experience tells them that every now and then the management of the business comes up with some sort of short-lived and ineffective fad. They know that it means more work and that they just cannot see the logic of doing things differently. This is the result of poorly designed change and a failure to win the hearts and minds of the people it is supposed to benefit.

Reducing workplace accidents and improving safety seems to be a very logical improvement that will benefit every single worker. Regrettably, members of our workforce are so jaded with poorly implemented change that they find it hard to support yet another one. This is even if it appears to benefit them. The damage of previous failed attempts is hard to undo and a very thoughtful approach needs to be taken if the goal of a safer workplace is going to be achieved.

The best approach seems to be to avoid all sorts of prescriptive change and instead take a much slower, measured and intelligent approach. It's necessary to use questions and discussions to introduce the concept first and get support for some broad objectives. The people who have the most influence other people to win over. They may not hold influential positions but they are natural leaders and the other staff members listen to them and follow what they say. The process to use could be described as, "Leading them to discover." In other words an environment is created that enables the natural influencers to discover that an improvement would benefit all the staff.

Before any changes are made, time and effort must be invested in preliminary open discussion. This will allow everybody to vent their opinion and get rid of all the negative influences of the past. This means that the management of the business has to take responsibility and, if necessary, admit their mistakes. To be successful in this venture, the control should be given to the people who are going to benefit from a safer workplace.

Typically, the process would be planned and then announced to the staff. New work practices would be prescribed and systems for reporting accidents would be installed. Often this would take place without any consultation because of the assumption that everybody can see the logic of a safer workplace. Doing it this way will cause resentment and have little effect on reaching the desired goal. The unintended consequence will be a less than responsive work force, a feeling of resentment and yet another failed initiative.

Far better approach would be, once the preliminary discussions have led to the agreement that a safer workplace would be in the benefits of each individual, for those individuals to design a safer workplace. They should design the systems, list the desired behaviors, design remedies for unsafe working, set targets and milestones, record progress, work out suitable rewards and recognition, set standards for positive reinforcement, report to the management and celebrate success.

I have successfully used this approach in difficult and dangerous industries. It is more challenging than the prescriptive approach and requires more time but it is worth the effort