Building an Incident-Free Culture - Essay Example

Building an Incident-Free Culture Anderson and Lorber (2006`) consider the work environment and the process of promoting a safety culture. A statistical overview provided by Anderson and Lorber shows that in every working day there are people who never make it back home from work due to work related incidents. In the United States, reports indicate that in a year there are more than 5000-workplace incidents and an equivalent of 1.5 million lost time injuries. Work related accidents and incidents are costly for corporations. They affect a corporations struggle to maintain its competitive edge. Corporations can save the amount spent in rectifying technological failures and employee compensation by embracing safety as a core value in the organisation. Anderson and Lorber provide prove that it is possible to reduce and eliminate accidents and incidents in the workplace (Anderson and Lorber, 2006). Anderson and Lorber state that most organisations employ safety procedures in an effort to reduce incidents in the workplace. However, these efforts are at times futile and organisations continue to suffer the losses associated with accidents and incidents. Anderson and Lorber explain that the unsuccessful efforts in creating a safety plan are a result of eliminating some critical elements important in the establishment of a safety plan. Embracing safety can be a success through a combined effort among the executive team, supervisors and employees. The authors mention individual commitment is the key factor to consider when creating an organisations safety plan. Anderson and Lorber provide the safety 24/7 process, which has proven effective in reducing and eliminating incidents at home and at work. However, Anderson and Lorber emphasis that achieving the targets of a safety plan requires individuals to approach the process with an open mind. Learning the safety process in their hearts will guarantee success (Anderson and Lorber, 2006). Anderson and Lorber mention that implementing the safety 24/7 process relies on the corporation of employees in an organisation. These are an executive team, supervisory personnel, and other employees in an organisation. The executive team have the responsibility of building a culture of safety in an organisation. The supervisory team is responsible for motivating their teams to work safely. Finally, other members in the organisation need to beware of their behaviours. Employees need to examine how their behaviours influence the safety measure put in place by the organisation. Safety 24/7 becomes a core value when every individual in the organisation embraces it as a personal responsibility. All these measure taken to implement the process of safety 24/7 will ensure the reduction and elimination of accidents and incidences in the work place (Anderson and Lorber, 2006). According to Anderson and Lorber, the books points out a few things about safety 24/7. There is the fact that every activity undertaken in an organisation carries an element of risk, therefore, ones survival in such a case depends on the management of the element of risk. Anderson and Lorber consider decision making, which is a critical process in any organisation (2006). However, executives and supervisors take less time to reflect on the risks involved in the decisions they make. The authors suggest a job hazard analysis that will enable leaders to identify the hazards involved in the decisions they make and the preventive measures they can utilise. For example, a company say a timber yard decides to prioritise the safety of their employees then they should consider investing in proper personal protective equipment to ensure the survival of their employees in their line of duty. Anderson and Lorber clearly state that an individual’s choice to be safe forms the foundation of eliminating risks and incidents. This is because every individual decides what attitude to have towards safety. Anderson and Lorber strongly believe that each organisation needs to promote a culture of safety by making safety a habit among its employees. This encourages the employees to promote safety at the work place and in their homes. Anderson and Lorber note that establishing secure work surrounding is both a company and personal issue (Anderson and Lorber, 2006). Anderson and Lorber mention natural risk tolerance as being responsible for the accidents and incidents in the work place. It is possible to reduce risk tolerance by making conscious choices on how to avoid getting hurt. This is possible when we identify the hazards common to the work place (2006). Anderson and Lorber suggest discussing with the various teams at work on how to promote safety in the work place. Organisations need to invest in risk assessments that help in the identification of the probable hazards the organisations need to beware of and plan for the right safety precautions that need to be put in check. It is important for all members in the organisation to have a clear vision of safety. Their behaviours need to promote safety in the organisation. Anderson and Lorber mention the ABCs of performance as an effective way of ensuring the behaviours of employees promotes safety in the organisation. A stands for activation, which requires organisations to communicate the goals and tools that guide the behaviour of their employees. B stands for Behaviour where employees are directed on how to manage at-risk behaviours to be able to stay safe. C stands for consequences; this involves monitoring the at-risk behaviours for positive feedback (Anderson and Lorber, 2006). Anderson and Lorber explain that promoting safety in any work environment requires identifying the positive move utilised by other people to promote safety. The occurrence of an accident or incident in the work place not only affects’ the individual but it also affects’ everyone associated with the organisation. Therefore, promoting safety in the organisation needs to be a combined effort. It is critical to understand that everything done in an organisation carries an element of risk. Survival in the work place depends on the management of these risks (2006). Anderson and Lorber state that eliminating hazards helps in lowering risks. Safety 24/7 focuses the promotion of safety as a core value in five steps; observing allows people to be aware of behaviours that promote safety and those that present risks. Accentuation of the positives encourages the reinforcing of safe behaviours in an organisations culture. Exploring encourages people to identify behaviours that promote safety and the at-risk behaviours. This ensures that employees become responsible for their behaviours. Emphasizing on the positives allows supervisors to encourage their subordinates on the importance of being conscious of their behaviours. Finally, it is important for leaders in an organisation to discuss the probable course of action in ensuring the promotion of safety in the organisation (Anderson and Lorber, 2006). `Anderson and Lorber state that safety needs not be prioritised but it has to be a core value in any organisation. Their reasoning is that priorities change but core values are always constant. The benefits that a company stands to gain by promoting safety include the reduction of the rates of turnover because an organisation gains confidence from its employees. On the other hand, it is important to make people understand that they are accountable for their safety and the safety of their workmates. Rewarding of safe behaviours goes a long way in promoting the enhancement of safety behaviours in an organisation. Promoting and rewarding safe behaviours illustrates what is expected of the leaders in the organisation. Being able to embrace a safety culture 24/7 require support of every member in an organisation. This requires putting the safety of people in the organisation ahead of other demands. Organisations need to be accountable by rewarding employees who enhance the culture of safety in the organisation. It is important to communicate and demonstrate behaviours that promote safety in the organisation. Training provides a means by which employees learn to observe and identify at-risk behaviours. Training also provides a means that employees can understand their work process, the risks involved in their work process (Anderson and Lorber, 2006). Anderson and Lorber believe that it is possible to have an injury free workplace simply because it is possible to prevent incidents in the work place. Promoting safety in an organisation is everyone’s responsibility (Anderson and Lorber, 2006). Advocating for safety needs to be a personal responsibility. Feedback is critical in encouraging a safety culture. Feedback enables members of an organisation discuss behaviours that affect safety. Failing to provide feedback of an unsafe condition in the organisation increases the chances for an incident to occur. It is important to remember that human life, health and safety need to come first before other demands in the organisation (Anderson and Lorber, 2006). Reference Anderson, M. G. and Lorber, R. L. (2006). Safety 24/7: Building an incident-free culture. Lafayette, LA: Results in learning, Inc. . Read More