Page 50 - OHS, October 2024

B R E A K T H R O U G H S T R A T E G I E S Saturating Safety
tive results at times — but those gains don’t always last.
You likely know that making changes can get quick posi-
Frustrating to those leaders who’d believed they’d (fi nally!)
found a solution to a vexing problem. Moving from hav-
ing high hopes (perhaps even some measure of elation) followed by
soon-ebbing results or even crashing disappointment.
Hawthorne Eff ect, anyone? You know, named aft er a West-
ern Electric plant in Hawthorne, Illinois, where seemingly mi-
nor changes that management implemented – perplexedly, both
increasing and lowering lighting in work areas — all resulted in
quick improvements in productivity. Unfortunately, these results
were temporary, as they were more refl ections of workers believ-
ing the modifi cations signaled management’s attention to — and
perhaps, concern for — them. It was a kind of placebo eff ect that,
like a sugar pill, wasn’t the actual medication likely needed to cure
any major problems, just a respite fueled by heightened expecta-
tions and hopes.
Despite this, do you, like me, continue to receive, see or hear
plaintive calls for a “fi nal solution?” Such as craft ing the perfect
policies and procedures that will “prevent all injuries,” a low-cost
tool that will “eliminate” hand problems, or a lock-out-tag-out ap-
proach that will guarantee full compliance or zero transgressions
to the slew of surface treatments promising to eliminate all slips
and trips, and much more?
Working with larger companies globally for longer than three
decades, we know, no surprise, that actual, substantial change has
to include many stirred-in-together ingredients: the correct plan-
ning, supportive procedures and structures, committed leadership,
initial buy-in on multiple levels, best technique and methods, fol-
lowed through with ongoing attention and corrective modifi ca-
tions. Th is isn’t as pie-in-the-sky as it might seem; this recipe can
be put together relatively quickly and eff ectively.
While many of these aspects are part and parcel of much
Safety change, one element I’ve frequently seen lacking is “satura-
tion,” developing and nurturing a base of proponents that goes
well beyond just initial “buy-in.” In other words, not just front-
end interest is needed, but rather where the “load” is structured
to be carried forward. Continuance is needed for success, in the
same way that even the most ardent and sweat-producing work-
out can’t produce a health return comparable to shorter but more
regular exercise sessions. In essence, I’m advocating going well
beyond a “silver bullet” approach to safety. It’s one where safety
components are woven into ongoing, daily operations and orga-
nizational culture.
Th is is why we’ve found it critical to structurally build in sus-
taining internal support and proponents for those dedicated to
reducing common ongoing injuries such as strains/sprains or
slips/trips/falls. I think it unlikely that a quick, one-and-done ap-
proach will actually make sizable improvements in injuries that
either have cumulative and multi-factor contributors or, perhaps
more importantly, attempt to change life-long habits. (You get the
idea.)
A highly successful system incorporates two essentials: First,
50 Occupational Health & Safety | OCTOBER 2024 B Y R O B E R T P A T E R
“A highly successful
system incorporates
two essentials: First,
signifi cantly upgrading
individual skills/
mindset/motivation. The
second is embedding
cultural support for
lasting improvements. “
signifi cantly upgrading individu-
al skills/mindset/motivation. Real
change in upgrading personal actions
(i.e., the long-term, habitual ways of
doing tasks, such as lift ing, pushing,
pulling, carrying, using tools, climb-
ing, walking on uneven or slippery
surfaces, and transiting stairs) requires
experiencing, individual discovery and
trying out new methods, practice, and
adjusting to weave these ways into real
work and home life. Th e second is em-
bedding cultural support for lasting
improvements. Th is means the kind of
support that engages and energizes, be-
yond generic or only semi-interactive
delivery, and that doesn’t allow the
kind of hands-on discovery that ap-
plies to people’s actual tasks and lives.
In our close to four decades of global work, we’ve found that
one tried-and-proven way to accomplish this is to select, train and
then support a “critical mass”, a cadre of on-site internal “Instruc-
tor-Catalysts” to, in turn, fi rst train/provide initial exposure to new
strategies/methods/techniques, then coach (oft en informally) to
reinforce practical applications of these methods.
Th e downside: Some organizations may fi nd it challenging to
release the required saturation of people to be trained and then
provide the above three functions needed. So, here’s another alter-
native designed to provide suffi cient saturation or coverage: com-
bine training “initial instructors” with on-site reinforcement agents
who have less training and knowledge than the instructors but are
more readily available. Th ese agents work hand-in-hand with the
instructors to infuse “bottom-up” or ”boots-on-the-ground” re-
minders and support.
If you think about it, this is similar to how medical support is
delivered to many people. In that scenario, a relatively few highly
trained physicians or specialists are supported by a cadre of more
available medical assistants, nurses and others to answer questions,
help and support those experiencing less-than-optimal health.
But whatever you do, however you approach change, keep
in mind that saturation is still critical for making and sustain-
ing signifi cant safety improvements. So be sure to fi nd ways to
incorporate mechanisms to make sure you go beyond well-in-
tentioned but sporadic reminders or interventions — especially
when seeking to actually positively impact longstanding/persis-
tent injuries.
Robert Pater is the Managing Director and creator of the
MoveSMART® system for preventing strains/sprains, slips/trips/falls,
hand injuries implemented in over 60 countries. Th eir emphasis is
on “Energizing, Engaging Expertise” to simultaneously elevate safety
performance, leadership and culture.
www.ohsonline.com