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