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