Psychology in the Workplace

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Christine Whitehead has suffered like many family members, friends and co-workers of workplace accident victims.

The August issue of Mother Jones magazine asks a relevant question: Corporate profits are better than ever. So why are you, and pretty much everyone else, having to work harder and harder, for less and less?

Last month I introduced you to Scott A. Snook’s term practical drift, which he coined in his root cause analysis of the accidental shoot down of two U.S. Army Black Hawk helicopters resulting in the loss of 26 peacekeepers. 

The first-shift guys tell you they work together as a team. They are the best shift in every way. And they always clean up and set up for second shift.

For many years safety and health professionals, and the companies that employ them, have been diligently seeking the most effective means of achieving and sustaining high safety performance.

Yesterday I talked by phone with Ron Hayes for about 40 minutes.

In a survey released today by Kimberly-Clark Professional, 89 percent of safety professionals said they had observed workers not wearing safety equipment when they should have been.  

Employers who integrate their safety initiatives with their health and wellness programming have the potential to improve the overall health and productivity of their workforces, according to a paper published in the June issue of the Journal of Occupational and Environmental Medicine (JOEM). 

One in three workers admits to fibbing so they can take time off work, and disenchantment with their job is the chief reason for doing so.

People don’t care. You don’t care. Nobody cares until it gets personal.