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?
Whether sitting at the local, regional, or company-wide levels of your organization, leaders who want to develop and sustain high levels of reliability around the Covid-19 safeguards need to do these four things.
Here’s a 5-step method for an ABC analysis, with an example. Step 1 Pinpoint a single action that you want to change. Be extremely specific. Think of a specific person, at a specific point in time, in a specific situation. Step 2 Identify as many antecedents that were present in that specific situation. Antecedents are…
Long before COVID-19 upended life as we know it, there were organizations demonstrating exceptional safety leadership. We are proud to have worked with countless safety professionals and leaders, from small companies and major global organizations alike, who ‘Get It’ when it comes to safety. We even wrote a book about what distinguishes a leader who…
Most of the time leaders make decisions easily and quickly. The situation presents itself and I know what to do. Or I take action more or less automatically, without thinking much about it. But important, sometimes pivotal decisions also present themselves with uncertainty. COVID-19 has given us plenty of these. Is Mary the best person…
Within the network of causal factors underlying incident causation are two points of intersection: the safety related decisions that are made, and the safe behaviors performed. This applies across levels, from the board of directors to the front-line worker, but the dynamics change depending on level and role. In order to craft and execute optimal SIF prevention strategies, including COVID-19, our leaders need to understand the dynamic relationship between decision making and behavior, at all levels.
We think we know things we really don’t know, and as a result our decisions are comprised. Effective decision makers are willing to apply some rigor. The deeper our commitment to objective, honest, non-politicized information, the better our decisions will be, and the sooner we will find ourselves back on terra firma.
Mitigating the impact of COVID-19 is of special interest to every organization but of even greater significance for organizations that rely on people to prevent SIF events. Fortunately, these organizations can apply learnings from SIF prevention in their approach to maintaining business continuity. This is important to everyone, but crucial to those organizations that are deemed essential.
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