Procedural Justice in Safety

From time-to-time, every organization struggles with procedural justice and safety.  And I’ve begun to anticipate such challenges when various safety climate scores indicate such a concern which may be further highlighted through interviews and focus groups. When it comes to procedural justice in safety, every organizational member needs to know that fairness and consistency with safety-related discipline is necessary to uphold the integrity of the organization and to sustain employee safety engagement. Procedural justice is often more clearly framed and tested when there is a serious incident and it is found that an important safety procedure or principle was not

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Father’s Day Connections – Advancing Safety Requires the Same

It’s easy to become sentimental following Father’s Day.  My father was a wonderful man by many accounts – and he loved being with people. He loved being around other families, friends, and soon-to-be friends.  To this day, nearly 15-years after his passing, people still want to talk about my dad and how much they enjoyed being around him.     With Dad in Florida, Circa 1985 I miss my dad.  He showed me how to connect. Dad was a record-setting salesman in the 1970s.  Looking back, there’s little wonder why he did so well.  Dad knew how to connect with people. 

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The Jelly Doughnut Principle and Safety

We need metaphors to make our points and principles more memorable.  In safety, I don’t feel we use them nearly enough.  Around 1992, I first used the term “Jelly Doughnut Principle” to make a point about hierarchical influence – top-down – by force and will.  When we primarily rely upon force, and press down to move a jelly doughnut, we get a mess.  Initially we had two doughnuts that could have been moved more freely, and with less resistance, if engaged horizontally, and in the same plane.  Think about when the jelly doughnut principle comes into play and is more

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Safety’s Not a Value Unless It’s a Value

I already knew part of my answer and you likely do as well. I just took a quick look at the websites of some the largest oil and gas organizations in the world.  These are organizations with high risk EHS profiles.  And at times, they have the most to lose and gain when it comes to safety or EHS performance.  Based on revenue, the top 20 were reviewed in order to determine whether or not “safety” or some form of it was recognized as a core value or guiding principle.  If I had to search for more than 10 minutes

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Creating More Dissonance for Safety Advancement

I want to revisit the topic of dissonance.  You know about dissonance – that uncomfortable feeling you get when you believe strongly about one thing, but think, say, or do another.  You may have strong personal and professional convictions about an issue; however, you feel you have to act in another way, and that way, doesn’t align with your beliefs or values.   The result is a bad kind of feeling in your head and in your heart.  Ultimately, there’s guilt or regret – but that’s not always bad thing. Dissonance With Your Workers Skilled managers and supervisors know how to

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