| The reason why workers don't follow the | | | | or disciplinary action to assure that workers |
| safety rules is that they don't take personal | | | | know the importance of following the rules. |
| responsibility for safety. Ensure that your | | | | |
| personal approach to safety is at the highest | | | | 4. Workers publicly accept a rule and |
| level so you can go home every day to your | | | | privately disregard it. |
| family without injury. Make safety a personal | | | | |
| thing and adopt a code of safe conduct. | | | | Sometimes it's difficult to see that workers |
| | | | are nodding in agreement when a rule change |
| By Carl Potter, CSP, CMC and Deb Potter, PhD, | | | | is communicated, yet choosing to ignore the |
| CMC | | | | rule or improperly apply their own "rules." |
| | | | It's a passive resistance to following the |
| WHEN SAFETY ISN'T PERSONAL | | | | rules. |
| | | | |
| Far too often, workers ignore even the most | | | | 5. Workers don't think the rules apply to |
| basic, yet life-saving safety procedures - | | | | them. |
| procedures like using machine guards, apply | | | | |
| appropriate protection when working around | | | | The number one reason that workers don't |
| electricity, and wearing proper personal | | | | follow the rules is they don't think they |
| protective equipment. On further | | | | need the rules to stay safe. They think they |
| investigation, we often find that these | | | | are experienced enough, smart enough, or |
| workers just simply don't like the safe work | | | | strong enough to withstand the risk of |
| procedures of their company. They consider | | | | injury. This kind of attitude is at the root |
| safety something that someone is "doing to | | | | of many injury-related incidents. |
| them" rather than a way to protect | | | | |
| themselves, their co-workers, and their | | | | ADOPT A SAFETY CODE OF CONDUCT |
| families. They don't take safety personally. | | | | |
| | | | Whether you are a leader or a follower, see |
| REASONS WHY WORKERS DON'T FOLLOW THE RULES | | | | if you recognize any of the attitudes and |
| | | | behaviors described above. Chances are, you |
| Often we talk with managers and supervisors | | | | do. Maybe safety just isn't a personal thing |
| who are very frustrated with workers who | | | | for you. But, if you are injured, it will |
| blatantly ignore safe work procedures. While | | | | become very personal to you and your family. |
| it seems very simple that a company would | | | | You don't want that to happen! Take a |
| establish safe work procedures based on the | | | | forward-thinking approach to safety and adopt |
| known hazards associated with producing its | | | | a code of safe conduct. A code of safe |
| products or services, it is not that | | | | conduct is a set of personal parameters that |
| straightforward. Consider these reasons that | | | | you will always follow; they are the standard |
| some workers ignore or fail to adopt work | | | | by which you operate day in and day out. |
| procedures: | | | | Here are a few ideas for your consideration: |
| | | | |
| 1. Safe work procedures are developed | | | | 1. Safety is my number one priority. |
| without appropriate worker input. | | | | |
| | | | 2. I will look out for others and |
| Many companies have safety committees and | | | | myself. |
| rule committees. Sometimes employees are | | | | |
| included in these committees. When employees | | | | 3. I will immediately stop any job or |
| aren't included, the rules and work | | | | task that I believe is unsafe. |
| procedures are not suitable for the work. | | | | |
| This is the best way to ensure that rules are | | | | 4. I will seek excellence in my work. |
| ignored! | | | | |
| | | | 5. I will always behave as a |
| 2. New rules or work procedures are not | | | | professional and will learn all I can about |
| well-communicated. | | | | my work. |
| | | | |
| When a work procedure or safety rule is | | | | 6. I will recognize and manage risks |
| adopted, it may not be communicated | | | | appropriately. |
| effectively. Sometimes a rule or work | | | | |
| procedure change is announced in a safety | | | | 7. I will always address any hazards |
| meeting and merely glossed over without | | | | when I become aware of them. |
| appropriate discussion to ensure complete | | | | |
| understanding. This is a great way to make | | | | 8. I will adhere to the company's safety |
| sure that people aren't fully aware of the | | | | rules. |
| purpose of a rule. | | | | |
| | | | You can certainly adopt this list "as is" for |
| 3. Work procedures and changes are not | | | | your code of safe conduct; it will be an even |
| adequately enforced. | | | | more meaningful list if you make it personal |
| | | | by adding a few of your own parameters. Ask |
| We often see that supervisors, crew leaders, | | | | yourself what you need to do every day, in |
| and foremen don't take responsibility for | | | | every job to keep yourself and others safe. |
| enforcing a new rule or work procedure | | | | This will ensure that your personal approach |
| change. Sometimes such leaders are not | | | | to safety is at the highest level so you can |
| comfortable with the change themselves, or do | | | | go home every day to your family without |
| not agree with it. Other times they are | | | | injury. |
| unwilling to take measures such as retraining | | | | |