When we think about the sheer numbers of decisions made by leaders the task of improving them all seems quite daunting. The study identified a subset of decisions which had the greatest impact on 60 serious and fatal events. This article outlines an improvement strategy for organizations based on the findings.
The notion that leadership matters to organizational safety is intuitive for most people. Despite this understanding, safe decision making is an aspect of leadership that has not received enough attention.
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?
Continuous Improvement Through Meaningful Safety Conversations and Strategic Risk Reduction In the first article of this series, we explained the importance of safety leadership to initiate and drive safety improvement. This approach not only prevents fatalities but also creates the kind of culture that lifts business performance. In our experience, starting at the top is…
As a business leader, how would you approach a major change in business strategy? Would you delegate the topic to a functional department to create some tactical activities and implement them? Or would you discuss and align across senior leadership on vision and objectives and develop a strategy together? Probably the latter. How would you…
Our first study on serious injury and fatality prevention revealed that these types of incidents had very different precursors compared to other types of injuries. Now, taking this understanding to the next level, our continued research has shown the need to look at where organizations sit on the SIF Maturity Curve.
Overnight, the COVID-19 pandemic has greatly disrupted the balance of every organization’s capability and complexity pushing them to the left. Complexity has increased exponentially as companies are faced with never seen before dangers. Current capability to fully address the challenge is lacking…
As a nation, we are great at responding to catastrophic events: we have systems in place that allow us to react to large- and small-scale incidents and near misses. In an event’s aftermath, leaders will typically attempt to learn as much as they can about how, why, and lessons learned in an effort to prevent…
Introduction In Part 1 and Part 2 of this series, we laid out the reasons for having a written Safety Improvement Strategy, why an early objective is likely to be to improve the organizational and safety culture, and how to approach the measurement aspect. In this section, we’ll finish with objectives and start on the…
In Part 1 of this series, we talked about the importance of having a carefully planned strategy for how your organization will approach safety improvement. We pointed out that many great organizations who are serious about safety improvement, surprisingly, don’t have a coherent, over-arching Safety Improvement Strategy. Here we go on to Part 2: What…
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