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"Psychological safety" means the missing part of workplace safety



Is it safe to say no? This is an issue that employers should focus on when trying to improve workplace safety, according to an expert on workplace culture.

A climate in which members of a team or organization feel secure enough to talk about problems, ask questions, point out conditions, confront behaviors, and even develop new ideas – known as "psychological security" – can have a major impact on workplace safety, according to Dr. Steven Simon, president of Culture Change Consultants, Inc., who presented Tuesday at the American Society of Safety Professionals & # 39; Safety 2021 Conference and Expo, held in Austin and online.

"High (psychological security) organizations regularly and effectively use employees' expertise for innovative ideas", he said, adding that "low (psychological security) organizations, on the other hand, suppress employee engagement. Without psychological security can ̵

1; and do fear of preventing employees from emerging from problems and as a result the problems can never be noted or remedied. ”

Since he began consulting organizations on cultural change, employee needs and the elements that embody a complete approach to ensuring psychological security, but overall, Dr. Simon says there are four main factors: the individual factor, the team factor, the leadership factor, and the culture factor.

"You have to work on all four levels at once," he said, offering practical tools and tips to promote psychological safety in each category.

First, it is a critical start to establish team standards around psychological safety.

"When teams have certain ground rules or standards that they can work by, they tend to rely on them when they go through a stormy period of a lot of conflict, and they manage it, and they become much more high-performing," he says. Dr. Simon. [19659002] Pay that introduction to legal standards leads to the leadership factor. Success in this area is based on three "clichés", says Simon. Number two, be cooperative. Number three, listen to understand rather than be understood. "[19659002] Curing a healthy, safe culture – the fourth factor – relies heavily, if not entirely, on leadership In order to succeed in the leadership factor, organizations must return to the first grassroots factor: the individual.

In a case study, a before this chairman of Public Service Enterprise Group Inc., a self-described “number guy.” struggling to measure the actual quarterly safety performance of the New Jersey tool giant, it was not enough to understand the incidents. So he became unserious.

"He said, I will create my own measurement and it will be the quality of the dialogue that I hear when I work with employees at this company, when it comes to safety," Dr Simon said. "Every quarter I will tell a story about a conversation I had, and I will tell where I think it puts our safety culture."

Handles not based on numbers, but by the human element of security, had a huge impact on the company, improved security performance, corporate culture and showed strong leadership and achieved a comprehensive security culture strategy.

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