PHONE: +1 936.588.1130

QSE LIBRARY

Your comprehensive source of information on using behavioral technology to improve safety and performance. Sign up to have new articles delivered straight to your inbox!

SIGN UP

POSITIVE INFLUENCE

Serious Injury and Fatality Prevention

The first is that organizations with BBS processes are continuing to see serious injuries and fatal incidents occur. And second, that much of the world is experiencing this epidemic, but at a much higher frequency than the United States and Europe. There is an important safety issue facing organizations seeking world class employee safety.

The last 30 years have seen steady improvement in job safety for the average American worker. Increased leadership commitment has advanced job safety from a situational priority to a corporate value. Organizations have discovered that safety is good business.

Employee injury costs historically have not been calculated or incorporated into strategic planning. Now there is a ground-swell of awareness about the direct and indirect costs of employee injury. Job safety is a competitive advantage and a precursor to profitability.

Read more ...

How Safety Professionals Can Increase Organizational Profitability: A Conversation

I recently had a conversation with a Safety Professional from a Fortune 100 company. I repeat it here so that you can draw your own conclusions.

Jim, before you implemented behavior based safety did you have a well designed safety management system?

Jim said, "Oh yeah, we thought it was world class."

Then why did you implement BBS?

Read more ...

Changing the Bullying Boss

Interpersonal Skills Training

A question that looms large is whether leaders, managers, and supervisors can be trained to be inter-personally effective. Interpersonal skills training has been implemented by enlightened human resource and training departments for many decades. The question is, can people be trained to be sensitive?

Although an abundance of training has been delivered, the trained skills were perceived to be elective rather than mandatory. Few companies have codified interpersonal effectiveness as a condition of employment. It is seldom measured, tracked, and used as a basis for decisions about pay raises, promotion, and employment or used in recruiting and hiring practices.

Read more ...

Positive Influence Requires Positive Interactions: Part 2

Employees as a Commodity

The problem is simple: When people are seen as objects of utility in a formula for profitability, the inherent importance of their individualism, their feelings, and emotions is subordinated to their asset value. This objectification is clearly exemplified in the ongoing problem of management bullying and abuse that still exists in organizations today.

Most leaders, managers, and supervisors are not provided specific feedback about interpersonal behavior with their subordinates and peers. Mandating instructions (without considering employee input), sarcasm, rhetoric, emotional behavior - shouting, loudness, tirades - talking over others, poor listening skills, intimidating body language and dialog - the list of things one can do to alienate employees is long.

Read more ...