Safety Recognition

by Dave DeJohn

In the last newsletter, we presented Part 1 of Giving Immediate Positive Feedback consisting of Positive Feedback and Immediate Feedback. In this issue, we present Part 2: Setting a Positive Tone in Feedback and Feedback Model.

Setting a Positive Tone in Feedback

Feedback is more effective if you make it personal. Setting a positive tone in your feedback is key to making that happen by using “I”, not “We”, Not Over-Doing it, Ensuring the Feedback Fits, and Speaking From the Heart.

by Jerry Pounds

Behavioral Safety has helped leaders around the world understand the value of identifying explicit, observable employee behaviors that are linked to safety – or more specifically, to injury prevention and employee well-being. Since behavior is observable, it can be recorded when it occurs and thus behavior-based safety turns instances of safe behavior into upstream measures. These measurements enable leaders to “manage” the level of safety in their organizations more precisely than downstream measures of incidents and injuries.

Before becoming the director of corporate environmental health and safety for Therma-Tru Corporation, a company specializing in the manufacture of state-of-the-art metal and fiberglass entry doors, Rick Goodman focused his career on operations and engineering.

By Terry McSween, Ph. D.

Note: This article was initially written for another publication, but was never published. However, we are including it here because we think the information has value and practical application for our readers. —Terry McSween.

Maurice Bazinet, Scott Cook, Chevron Canada Resources and Terry E. McSween, Ph.D., Quality Safety Edge

In previous research published in Professional Safety magazine (“Behavioral Safety in a Refinery,” August 2009), we showed the importance of supervisors participating in observations during the initial implementation phase of a behavioral safety process (the Chevron Accident Reduction Environment (CARE) process).