Has anyone tried something like this?
Every week, when I dig through workplace health and safety news for our Safety Knights Monday newsletter, always looking to shift perspectives and ask, "What if things were done differently?"
One topic that always surfaces is building a safety culture that truly values people speaking up and I can’t help but be reminded of the operating room and something from The Checklist Manifesto by Atul Gawande. It's something I participated in hundreds of times: having everyone introduce themselves before surgery. Yeah, it feels weird at first, but it’s anything but fluff. When surgical teams took that simple moment to share their names, complications and fatalities dropped by a game-changing 35%. Why? Because people felt empowered to speak up when they spotted an issue.
When I think about this I am always curious, has anyone implemented something like this when building their safety culture? Has it worked? Do people speak up?
Comments (4)
Before getting into the safety profession, I worked in a manufacturing plant where people were encouraged to speak up. If anyone corrected behaviors of the E-Team (reminders for PPE, where they are and aren't supposed to be in the plant, safety of their visitors, etc.) there was kudos from not just that E-Team member, but the supervisor of that employee. It was a way to show that no one is exempt from safety, and that we are all really looking out for each other. It was one of the safest places I have ever worked, and I have tried to implement that kind of openness in places that I have work in since.
Going from private sector to public sector can be daunting! I am living the dream 6 years in. First thing you will notice that government moves at the speed of s-l-o-w. Your challenge to overturn that cultural dynamic. being the safety pro of a department is a LOT easier than wielding the entire city. The key to success is to learn the jobs from the bottom up through ride-alongs and just talk safety, family, and whatever else you feel comfortable with. Your takeaway is what can YOU do to improve safety in public works.
In a short amount of time you will have to be knowledgeable in sanitation, fleet, traffic engineering, streets and right of way maintenance operation , to start. Observe the incumbent risks associated with those jobs. Vehicle safety, defensive driving, CDL maintenance, post-accident drug and alcohol testing, machine guarding, hand and power tools, insect and animal bites, heat stress, cold stress, ergonomics, respiratory safety are just a few topics I would get smart on to start.
Start a safety committee and investigate the incidents as they occur. Employ group think when implementing a corrective action.
Be patient.
There will be a lot of low hanging fruit available for picking. Your skill set from previous employer(s) will identify them as your starting point.
Network with other safety pros in your city, county, state and beyond. Join organizations like PRIMA (national and state) and National Safety Council for more ideas.
That's all I have
Best wishes.
I first entered the working world with my new BA in Management in the auto manufacturing parts business (foundry) in 1976 right out of college. I was put out in this UAW large plant on the "line" as a supervisor. Every manager above supervisor, and many supervisors, were former alumni of General Motors Central Foundry Division! Many had also went to General Motors Institute (GMI - now called Kettering U) to get there BSME. And many of these had been in the 82nd Airborne Division in WWII and Korea. You want to talk about rigid management structure!
A foundry is a very dangerous place! I was taught when to was given an order it was NOT a request! I heard it over and over, if I even looked like I would question an order, "There is the door, if you do not like it, HIT IT, and don't come back!" A couple times I was told, "Son we should go out back and "discuss" this man-to-man!" I only went once, and my jaw still hurts when I smile to much! As a supervisor I was taught the same to manage the same way! With 3500 F iron flying around and downtime on the mold line $10k a minute there is no time to debate! I was taught the lead from the front and any one not right behind you is your enemy!
As a supervisor, I spent a lot of my shift in the office with employees and their union steward! I learned that it might be difficult to terminate you at will, but I was taught ways to do it if I needed! I was also taught self-defense how to defend myself if challenged to go "outside"! It was wild and with molten iron always dangerous and scary! But it was exciting too, very much so!
In the 80s we learned "World-Class Manufacturing" which included employee engagement! Employee engagement and listening was really tough on those older GM type managers! Many just could not adapt! I have to admit it was hard on us "Boomer Managers too!" But we did.
In the late 90s and early 2000s I started to hear about this "Lean" thing! It came to my company in 2002! Admittedly at first, I thought