This is the last of a four-part series of ISHN articles on how to get more people involved in your safety activities. To finish up, we'll review seven principles gleaned from social science research. We're talking about basic social dynamics that reflect - and influence - the culture of an organization. They can inhibit or facilitate participation in safety. You can use these social influence principles to analyze the dynamics that hinder optimal involvement in safety, and decide which can be changed to fuel more participation.
And it's better to have them sign their name to a card rather than merely raise their hands. People live up to what they write down. Inconsistencies between promises and behaviors lead to unflattering labels such as "flighty," "scatterbrained" or "two-faced."