Culture and behavioural safety
The integral safety leader – thinking about the whole
Put yourself in the mind of a line manager responsible for the safety of personnel. You have been warned of many deficiencies in a part of the business, including a strong indication that a significant accident has a worryingly high potential. How do you begin to think about this problem?
Winning hearts and minds
Over the years there has been substantial progress in reducing health, safety and environmental (HSE) risks (Figure 1). Initially, significant benefit came from improving the intrinsic safety of engineering. As the scope for further enhancement reduced, attention was drawn to improving management systems. Now HSE specialists are looking to deliver improvements through positive changes in organisational culture and personal behaviour.
Accidents waiting to happen
Why do things go wrong? A relatively simple question, but one that is fundamental to the risk management of any organisation. Whether it is the computer failure that delays the payroll, prescribing the wrong medication, an object falling from height or a fire in a warehouse, the chances are that at some point there was a human involvement that could have been better managed.
Thinking power: avoiding mental traps in risk-based decision making
In his international bestseller Thinking, Fast and Slow, Daniel Kahneman (winner of the Nobel Prize in Economics in 2002) describes mental life by the metaphor of two agents, called System 1 and System 2.
If only Daedalus had known about Tripod
Even the first documented aviation accident, the death of Icarus, warrants some re-evaluation from time to time. Traditionally, his death is blamed on his recklessness.