Leading Safety

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To improve operational outcomes, businesses commonly focused on what was not working in order to “fix” them and so improve organizational results. The Appreciative Inquiry (AI) Model was influenced by numerous research studies of positive outcomes in the fields of sports, medicine, and behavior science.

In studying worker behavior as they go about performing their tasks, one may realize that the worker’s attitude was manifested in how they performed their work.

Research has shown that human judgment and decision-making are distorted by biases inherent to cognitive, motivational, and perceptual processes. 

Everyone has biases which unconsciously influence our actions and/or perceptions and can be both positive and negative in nature. This invariably can manifest itself in any work performed by employees.

To truly understand why and how things happen in the way that they do, we need to have an inside perspective into a worker’s rationality principle. 

When the workforce feels that they can trust the people they work with and for and that they are treated fairly by management, they tend to think of the organization as a good place to work.

Several research studies have identified that workers (as well as management) have different perspectives on risk and the potential negative resulting outcomes from exposure to them.

The effectiveness of traditional ways and means utilized to avoid accidents and injuries in the workplace is not highly efficacious.

Common construction practices pose various challenges to productive and safe operations and the prevention of worker injuries.

Studies have shown that people’s behavior is driven by their underlying belief systems. This has an effect on hazard management, exposure assessment, and accident prevention.