An early 1990’s study conducted within General Electric on best practices in change management showed that an initiative can fail despite a good technical solution or approach: “100% of all changes evaluated as successful had a good technical solution or approach. 98% of all changes evaluated as unsuccessful also had a good technical solution or approach.”
Recent studies have made something new and exciting clear: The central theme, the through-line most useful to SIF prevention, is all about decision making for safety. Yes, reducing exposure to risk and improving the culture are crucially important. But how do leaders at different organizational levels influence those things most effectively?
What if our attention to COVID-19 makes us miss information that we would otherwise notice immediately?
What if we ignore risks that we would typically capture under normal circumstances?
What if some of those measures create new risks that we fail to see?
When people talk about how safety performance has improved over time, they typically focus on three phases: Technical – improvements in machine and equipment safety; Organizational – a concerted effort to improve the safety of all systems and procedures employed in the workplace; and Behavioral – a specific focus on the behaviors of frontline employees….
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