Dr. John Kello, professor of industrial-organizational psychology at Davidson College, and president of the organization development consulting firm J.E. Kello & Associates, Inc. John’s work centers on the implementation of the “High-Performance Organization” model in a variety of work settings. He can be reached at (704) 894-2024; firstname.lastname@example.org.
We tend to view our own industry, whatever it is, as unique. We’re prone to see our industry as having characteristics that distinguish it from other industries. I am often told by clients, “this business is unlike any other.”
Some of us are blessed to step into an EHS role where “the table is set.” Top management daily walks the talk, and supports and publicly acknowledges our efforts. We operate in a Positive Safety Culture.
What if a company is characteristically cautious and slow to make a decision, and does not reward innovative risk-taking, while the market is moving fast and increasingly rewarding agility? What if the choice is to change or die?
What’s the biggest daily problem in organizations? Communication. What could have prevented many of the recordable incidents that occurred last year at your facility? Better communication. Communication makes the world go ’round.
In part one of my “short
course” in managing stress (October 2006) I mentioned individuals
can have very different thresholds for experiencing distress. Even the
hardiest among us have our limits. So what do we do when we’re
nearing those limits?
The answer to the question in the title is â€œyes.â€
When we perceive an event as a challenge or potential threat, a physical and psychological response is triggered by the autonomic nervous system. Whether the stressor is external (an oncoming car swerves into our lane) or internal (an anxiety-arousing thought), its onset abrupt (a sudden emergency) or gradual (a long-term unresolved problem), this automatic reaction is essentially the same.