Relationships are the foundation of high performance organizations. Meaningful safety conversations are the medium to build the trust and respect needed to develop those relationships. My latest publication co-authored with Neil Samuels looks at the cultural and social barriers that prevent us from having these important conversations. You may download it at http://www.asse.org/assets/1/7/022_032_F1Car_0115Z.pdf
“Drift” and “weak signals” are new concepts directing our attention to the earliest signs of potential failure. Some of them are physical but the majority take the form of interactions and emotions displayed in the workplace. Stress can not only prevent us from noticing the early signals, but it can actually lead people into unsafe behaviors. Focused and aware conversation can help us detect these signs in our co-workers and prevent potential injuries.
There is a lot of current research from neuroscience, psychology and applied quantum physics that can provide motivation and direction for leaders looking to make significant leaps in performance. When a leader shows a consistent willingness to listen without blame-fixing, people are more likely to talk about and learn from drift and weak signals. The art of meaningful safety conversations is a must-have skill for every leader.
What Is Drift? Is it Manageable?
Drifting from procedure is inevitable, mostly invisible and can have deadly consequences, es- pecially in high-hazard environments. It is yet an- other piece of evidence to encourage investment below the waterline for incident prevention. The investment is in creating the opportunity for con- versations about drift and weak signals.
Read our full article on the Professional Safety Journal webpage: http://www.asse.org/assets/1/7/022_032_F1Car_0115Z.pdf
