Professional Safety - November 2019

TABLE 5

HIERARCHY OF HAZARD MITIGATION CONTROLS & RISK REDUCTION

Hazard Description Examples Risk reduction
mitigation Sponsors and
control The assumptions, values, Personnel in excellent organizations supports overall
Cultural beliefs, and attitudes and practice safe work practices and error- risk
controls related leadership practices prevention rigorously, regardless of their management
that encourage both high perception of a task’s risk and simplicity, process
Engineering standards of performance or how routine it is and how competent the
controls mediocrity, open or closed performer. The integrity of this control Eliminates or
communication, and high or depends on the respect they have for each reduces
low standards of performance. other and their pride in the organization. consequence by
Redesign equipment or •Redesign system or process one level
process that automatically •Physical interlocks Eliminates
reduces risk. •Improve material handling process consequence

Elimination Remove the hazard from the •Remove hazard (e.g., pinch point) Reduces
area or workplace. •Reduce human interaction consequence by
Substitution •Repair damaged equipment one level
Replace with a less hazardous •Safer travel path Reduces
Isolation material or process or •Substitute less hazardous chemical likelihood up to
equipment. •Automatic versus manual tools 70%
Warning Isolate the hazard from the •Guards/stops Reduces
person. •Presence-sensing device likelihood up to
Administrative •Fencing along a walkway 30%
controls Visible or audible warning •Alarms Reduces
Oversight systems improving awareness. •Signs or labels likelihood up to
controls •Barriers 30%
Policies, procedures, practices •Procedures (e.g., JHAs, permits) Reduces
Team behavior and training to control risk. •Training likelihood up to
•Work management 10%
Individual Verifies safety margins, •Planning
behavior/PPE integrity of programs, •Risk management Reduces
procedures, processes and •Safety meetings likelihood up to
quality of performance. •Observations and coaching 10%
Team awareness of hazards •Prejob briefing Reduces
and mitigation measures and •Effective communications likelihood up to
PPE to be used. •Peer check 10%
Individual awareness of hazard, •PPE
mitigation measures and PPE •Self-check
to minimize risk. •Work instruction/procedure use and
compliance
•Stop when unsure

Most events are initiated while performing repetitive, per- (JHA), oversight, prejob brief, safety minute and PPE would
ceived as routine low-risk green activities. Team and individual reduce the risk to from 27 to 12.3 (54%):
behaviors were added to the hierarchy of hazard mitigation con-
trols and risk reduction (Table 5) to include safety performance Initial risk = likelihood x consequence = 9 x 3 = 27
tools as the last line of defense from an event (Figure 5, p. 50).
Likelihood (3 x 3 = 9) Consequence
Depending on the level of risk, the application of a defense
(e.g., job hazard analysis) and the use of safety performance Probability (P) Exposure (E) OSHA-recordable
tools can reduce the risk of a given task. Following is an exam- (non-SIF)
ple of risk reduction with associated calculations.
Injury would result Occasional (once 3
Using a portable grinder to cut pipe would be perceived as a from an unusual per week to once
low-risk task. However, many people have been injured, some sequence or
seriously, while using a portable grinder. Using the risk matrix coincidence per month)
(Figure 3, p. 47), risk is calculated to be 27 (yellow) [probability 3 3
(3) x exposure (3) x consequence (3)]. Using the hazard miti-
gation controls and risk reduction chart, job hazard analysis Risk reductions from the hierarchy of hazard mitigation con-
trols and risk reduction table (Table 5):

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 49

•JHA -30% likelihood; risk = 6.3 x 3 = 18.9; 5) Quantify risk reduction with additional hazard/risk miti-
•oversight -10% likelihood; risk = 5.7 x 3 = 17.1; gation controls.
•prejob brief -10% likelihood; risk = 5.1 x 3 = 15.3;
•safety minute -10% likelihood; risk = 4.6 x 3 = 13.8; Using this approach, an organization can quantify risk
•PPE -10% likelihood; risk = 4.1 x 3 = 12.3. reduction as a result of recommendations or suggestions to
In this case, the risk was reduced from 27 to 12.3 (54%) by improve jobsite conditions. One can determine risk associated
having and adhering to the job safety analysis, followed by safety with existing jobsite conditions and controls, and controls with
performance tools. Substituting a different method to cut the proposed additional or modified jobsite conditions and controls
pipe (e.g., band saw or pipe cutter) could further reduce the risk. to determine return on investment.
A risk matrix can also be used to aid the decision-making
process when considering hazard/risk mitigation controls to Hazard risk analysis key messages: Every job performed in-
determine whether the risk is acceptable. Safety committees volves some level of hazards and risk. Safety performance tools
typically have a list of items that need to be improved. Some reduce the likelihood of human error.
refer to it as a top 10 list. Most items on the list typically in-
volve improving jobsite conditions. Items on the list would Team Behaviors
include conditions that require maintenance to restore as Teamwork is determined by how people are treated by team
designed safe conditions. Some items suggest new systems or
process changes. members, both by the supervisor and by peers. If both the su-
Using a hazard risk analysis approach, we can determine pervisor and the group make fair decisions, people will have
hazards and risk as well as the effectiveness of existing and pro- positive attitudes toward the supervisor (trust) and the group
posed risk mitigation controls. A five-step process can be used: commitment leading to better team functioning.
1) Identify the hazard(s).
2) Determine existing risk without hazard/risk mitigation Trust is related to how well the team functions. Team mem-
controls. bers in a high-performing team build trust, and team members
3) Determine risk reduction with existing hazard/risk miti- readily identify themselves with the team. Team identification
gation controls. leads to team trust resulting in cooperation.
4) Evaluate proposed additional or modified hazard/risk mit-
igation controls. Teamwork determines how effectively people get work done. How
people are treated sets the stage for how safety is perceived to be
valued by the organization, the culture for raising safety issues, and
the likelihood that people will talk with each other about safety.

Team behavior key message: Crucial conversations occur at
all levels of the organization, resulting in consistent alignment
of the culture.

FIGURE 5

HIERARCHY OF CONTROLS INCLUDING
SAFETY PERFORMANCE TOOLS AS LAST LINE OF DEFENSE

Increasing Individual behavior/PPE Event
worker and Team behavior
supervisor
participation

Increasing Oversight controls Effective cwohmemn uunnsicuarteion Self and
organization Administrative controls peer check
participation Isolation/warning
Safety
Engineering controls Job minute
Substitution brief
Elimination Safety
Program, process, performance
procedure adherence
tools

Hazard

Cultural controls

Note. Adapted from Managing the Risks of Organizational Accidents (1st ed.), by J. Reason, 1997, Aldershot, England: Ashgate.

50 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

Individual Behaviors FIGURE 6
Individuals bring their knowledge and skills to the work-
THREE-PART COMMUNICATION
place. Their behaviors were molded through their biases and
filters through years of experience. Individuals are also influ- Get receiver’s attention
enced by the culture of the organization. It is up to leadership and deliver the message
to establish high standards to meet the organization’s goals.
Repeat the
Individual behavior key message: Individual behavior is in- paraphrased message
fluenced by organizational culture and what is encouraged and
reinforced. Safety performance tools used daily promotes situa-
tional awareness and hazard recognition.

Safety Performance Tools Confirm message was
Safety performance tools promote good situational aware- correctly understood

ness. Situational awareness is having an accurate understand- Safety Minute
ing of our surroundings: where we are, what happened, what is Before starting work at the jobsite, when distracted or re-
happening, what is changing and what could happen.
turning after a break, workers take a safety minute to establish
The military defines situational awareness as the ability to iden- situational awareness and recognition of job hazards.
tify, process and comprehend the critical elements of information
about what is happening to the team with regard to a mission. After arriving at the jobsite, take time to establish situation-
More simply, it is being aware of what is going on around you. al awareness (takes about a minute). A walkaround or look-
around is used to verify that jobsite conditions and all other
Safety performance tools are proven techniques promot- assumptions made at the prejob brief are correct, and to verify
ing good situational awareness on a daily basis. Similar to that work is ready to proceed.
PPE, safety performance tools reduce errors that can lead
to events including injuries. The likelihood (risk) of errors Companies have various versions of this concept: 2-minute
can be reduced by 10% through proper use of safety perfor- rule, 2-minute drill, “take 2 for safety” or a safety minute. A
mance tools. typical safety minute may contain the following:

From the job brief to self and peer checks, the tools influence Explore: Look up, down and around asking:
team and individual behaviors to reduce risk and perform •Is this the right unit/component?
the job safely. Every task performed starts with a prejob brief, •What are the hazards?
followed by a safety minute, program, process and procedure •Review hazard/risk controls discussed at prejob brief.
adherence, and self and peer checks, and ends with a postjob •What’s the worst thing that can happen and why won’t it?
brief. Throughout the job, personnel effectively communicate What else can happen?
and stop when unsure. •Are signs/barriers in place?
•Stop and seek help if unsure.
Job Briefing
The most important teamwork tool used for successful Program, Process & Procedure Adherence
Rule-based errors can be prevented by adhering to written
work outcome is the job briefing: pre- and postjob. The prejob
brief sets the stage for safe job performance. It is a huddle-up programs, processes and procedures (e.g., permits and work
of all the players involved with the job to discuss how the instructions, such as work packages and clearance instruc-
work is to be performed. Fundamentally, it is a meeting to tions, that support creating and maintaining a safe work en-
discuss what it will take to succeed, and what must be avoid- vironment). When working in a rule-based environment it is
ed (to preclude failure). key to seek direction (vs. acting on assumptions) when faced
with uncertainty.
Workers should have the opportunity to participate in the
development of prejob briefing checklists. As required by Place-keeping is extremely important when performing pro-
OSHA before each job, the person in charge conducts a job cedure/work instructions. A frequent type used is the circle/
briefing with all workers that covers, at a minimum, hazards slash method to ensure that the procedure or instruction is per-
associated with the work, procedures to be used, any special formed properly. This is also beneficial for when personnel are
precautions, control of energy sources, PPE required and envi- distracted or interrupted. The method is:
ronmental controls.
1) Circle the step number to start the action.
The most effective prejob brief is performed in a reverse 2) Read the step.
manner from the workers to the supervisor. Having workers 3) Perform the action required.
engaged in the job brief ensures that roles and responsibilities 4) Slash through the circle after completing the step.
are determined for safe job performance. When a worker takes Also, place-keep notes, cautions and warnings to ensure that
the leadership role for conducting a job brief, it establishes an they are understood.
understanding of the task with engagement, ownership and If a series of steps must be repeated, then establish a
teamwork. For jobs of higher risk or infrequently performed place-keeping method for the repeated steps, such as placing a
tasks, the supervisor would take a more active leadership role in sequential number next to the steps being reperformed, then
conducting the briefing. repeat place-keeping.
The risk of not following a procedure, process or work in-
The postjob brief provides the opportunity to discuss what struction can be as high as 50/50 with potential to harm people,
went well and learning opportunities for future performance. property and the place (environment).
Capturing the experience of job performance is vital for future
safe performance.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 51

Self & Peer Checks It is used for all communications that involve giving or tak-
Self-checking is a safety performance technique for in- ing direction associated with process activities, especially for
critical steps or actions. Examples include communicating sys-
dividuals to focus attention on the task. The individual tem, plant or component status or parameters, or directing ac-
focuses attention on the appropriate component, to think tions affecting personnel safety or system, plant or component
about the intended action and its expected outcome before configuration.
performance, and to verify component condition after per-
formance. The fast-food industry found that the significance of human
errors can be high in this high-volume and low-profit-margin
The most common self-checking technique is the STAR industry. The industry highly relies on satisfied repeat custom-
technique: stop, think, act and review. This technique is used ers. Fast-food restaurants use self-checks, peer checks and re-
when checking protective equipment, reading signs, identifying peat-back communications and computer screens to reduce the
equipment to be worked on, operating plant equipment or per- potential for errors. For example, when placing an order at the
forming other functions. drive-up window at a typical fast-food restaurant, the screen
displays the order and the server repeats back the order for an
A peer-check is a series of actions by two individuals work- accuracy check.
ing together at the same time and place, before and during a
specific action, to prevent an error by the performer. Although An example of another restaurant that has implemented
together in the same area, independence of thoughts must be actions to reduce errors and improve performance is a waffle
maintained. The intent is to prevent an error before the per- restaurant with 2,100 restaurants in 25 states. A visit to several
former takes the action. People can request peer-checks at any locations in the Atlanta, GA, area identified interactions be-
time for any work situation. tween the customer, servers and cook consistently use error-re-
duction techniques:
Effective Communication
Effective communication is clear, concise and free of ambigu- •self-checking and peer-checking techniques;
•two- and three-way communications when preparing cus-
ity. It is provided in a way that minimizes the chance of being
misunderstood. FIGURE 8

Three-part communication entails transmission of a message PREJOB BRIEF CHECKLIST EXAMPLE
by the sender, a repeat back or a paraphrasing of the message
by the receiver, and an acknowledgment of the accuracy of the
repeat-back by the sender (Figure 6, p. 51).

FIGURE 7

SAFETY PERFORMANCE MEASURES

Move from reactive To predictive
lagging measures: leading measures:

•compliance driving the safety •leaders inspiring and motivat-
program; ing employees to own safety and
go beyond minimum standards;
•low employee involvement in
safety; •employees more involved in
developing and implementing
•training heavily focused on safety and training programs;
technical aspects of job;
•training incudes both techni-
•focus on a single cause; cal and soft skills;

•correct the individual failure; •focus on organizational cause;

•narrowly apply solutions; •correct system/process failure;

•OSHA-recordable injuries; •improvement opportunities;

•lost-time incidents; •reporting lessons learned, near-
hits, good catches or suggestions;
•workers’ compensation costs;
•recognition of safety perfor-
•regulatory violations. mance tools use;

•observation and coaching
participation;

•quality of safety meetings;

•self and independent assess-
ments;

•safety perception surveys;

•average time to correct defi-
ciencies.

52 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

tomer orders (grill operators use repeat-back to verify the cus- has primarily focused on reactive lagging measures, which are
tomer’s order called out by servers); real, easily counted and deal with the consequences of behav-
iors that are visible, tangible and measurable. Unfortunately,
•reminders of specific parts of the order are placed on a clean lagging measures are always past tense. For years, most organi-
plate; some industries refer to this practice as flagging or robust zations have used only lagging measures (e.g., OSHA data such
barriers (small pieces of hash browns, cheese, a jelly packet, a as recordable incidents).
mayonnaise packet, pickles, etc., help grill operators know what
the order is and on which plate to place specific items). Lagging measures do not provide adequate instructive guid-
ance, nor do they provide motivation to improve performance
Stop When Unsure behaviors. In other words, they do not tell us enough about why
A powerful tool that can create teamwork and prevent people we are succeeding or failing. In some cases, they encourage
people not to report injuries or errors by providing financial
from making mistakes is to stop when unsure. How is it used incentives for reducing the rate or numbers of injuries.
and is it recognized as a desirable behavior in the workplace?
To achieve the next level of safety performance, we need to fo-
Generally, the people who make fewer mistakes (errors) cus on the behaviors of the organization by moving from reactive
have an in-depth understanding of safety error traps, followed measures to predictive measures (Figure 7). Predictive leading
by use of appropriate safety performance tools for the desired measures allow organizations to take a more proactive approach
behavior that produces safe positive results. Following are key to improving safety performance with workforce ownership, em-
safety error traps for consideration: powerment and involvement. They measure key behaviors that can
have a predictable relationship to the desired safe performance.
•Time pressure: Time pressure or being hurried can lead to
taking shortcuts. Shortcuts can quickly lead to injuries, damage A system-thinking-oriented organization asks, “How did
to equipment or harm to the environment. they achieve it?” instead of, “What did they achieve?” What
steps do we take to keep people safe every day? It takes an extra
•Distractions: Distractions are a concern as people multitask effort to use proactive measures such as safety meetings, sug-
or use social media. Interruptions lasting 2.8 seconds on aver- gestions, job briefs and participation.
age were found to double the error rate in a sequencing activity
(Altmann, Trafton & Hambrick, 2013). Proactive leading measures keep the focus on the behaviors
that resulted in successfully safe performance, the desired results.
•Inaccurate risk perception: Having performed the job previ-
ously without errors leads to complacency and overconfidence In the 1990s, a nuclear power plant initiated a human perfor-
that can result in having an inaccurate risk perception. Just mance program to resolve performance issues that did not meet
because a worker has done the job several times before does not the plant’s expectations. The plant started with an independent
mean there is less risk. Low risk does not equal no risk. assessment of performance. The independent assessment team
made two basic recommendations:
•Assumptions: When we make assumptions and choose to
not use or refer to programs, processes or procedures, the risk 1) Obtain workforce involvement.
of error can be as high as one in two. 2) Focus on one safety performance tool.
As a result, human performance leadership teams were creat-
When uncertainty exists, individuals are always expected to ed with workforce involvement. The team created zero-incident
challenge assumptions and unexpected conditions or to con- performance (ZIP). ZIP successfully integrated safety perfor-
firm a detail. This is particularly true when saying or thinking mance tools with the existing peer-to-peer safety observation
the following words and phrases: Probably, I assume, I think, program. The team primarily focused on the prejob brief and
maybe, should be, not sure, might, we’ve always, I’m 90% certain. developed its own checklist.
Stopping when unsure and contacting leadership are the only The team focused on job preparations, specifically the pre-job
acceptable actions to prevent errors and events. This alerts peo- brief. It developed a prejob brief checklist (Figure 8). The check-
ple to imminent hazards, warning signs and uncertainties in list was developed to meet minimum OSHA requirements
the work environment or with the work instruction. (1910.269) along with specific behaviors that needed to be per-
formed for safe and successful job completion.
When questions are asked, we need to follow through The first few items on the checklist identify the risk score of
and ensure that the question is properly answered before the task. According to the risk management program, low-level
proceeding. Proceeding in the face of uncertainty can sig- repetitive tasks (risk score 1) required that a worker, designated
nificantly increase the risk of error. The entire organization as the safety advocate, lead the prejob brief. For higher-level risk
must support a stop-when-unsure environment to promote tasks, the level of oversight increased: supervisor (level 2), man-
trust and teamwork. ager (level 3) and plant manager/vice president (level 4).
Over time, briefing checklists were created by every depart-
Safe Results ment (operation, maintenance, chemistry, security, radiation pro-
The phrase, “What gets measured gets done” means that reg- tection, engineering, training). Each department owned its brief
checklists, monitored use and revised them as necessary. Person-
ular measurement and reporting keeps us focused, because we nel who performed excellent job briefs were recognized.
use that information to make decisions to improve results. The The accumulation of these everyday interactions leads to
most critical measurements are called key performance indica- building relationships and trust within the organization. As an
tors. These are agreed-upon measurements that reflect the orga- example of everyday recognition, a worker is recognized for us-
nization’s critical goals for success: a numerical snapshot that is ing a 2-minute drill prior to material handling (Figure 9, p. 54).
measurable, objective and actionable (Wolf, 2010). When participation in processes improves, people are en-
couraged and develop a sense of personal responsibility for
But unlike behaviors associated with production and cost, continued contributions and continuous improvement.
behaviors associated with good safety performance have no
natural feedback mechanism unless an event occurs (e.g., inju-
ry, equipment damage).

In safety, there are two basic types of performance measures:
predictive “leading” and reactive “lagging.” Historically, safety

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 53

FIGURE 9 FIGURE 11

EVERYDAY RECOGNITION EXAMPLE CONTACT TIME VS. ERROR RATE,
2-YEAR PERIOD

Prejob briefsFIGURE 10 (direct or indirect) between management, supervision and the
Events workforce encourage or reinforce values. Given work demands,
HUMAN PERFORMANCE INITIATIVE: it is not uncommon for management to spend little or no time
PREJOB BRIEFS VS. EVENTS in the field having conversations with workers. Every conver-
sation, body language or memo sends a message about you and
Prejob briefs what you value. One company found a direct correlation be-
tween contact time and error rate. It found that as contact time
Events increased, the error rate decreased (Figure 11).

Over time, the number of prejob briefs and peer-to-peer As a result, observations and coaching interactions by man-
coaching increased dramatically and events decreased (Figure agement and supervision were scheduled. The results of these
10). Later, ZIP became keep improving performance (KIP) as interactions (both positive or improvement opportunities) were
the program went to other power stations. openly discussed at the next day’s meeting. “Coach-the-coach”
training followed, and coaches were recognized for high-quali-
At this station, it became unacceptable to not perform a prejob ty observations and coaching. An it’s-not-an-observation-until-
brief for employees and contracted workers who were later referred there-is-a-conversation approach followed. The organization’s
to as supplemental personnel. It can take several years of consis- active participation by sharing safety performance experiences
tent focus on new behaviors to change a safety-focused culture. with others is a powerful motivational tool to recognize and
reinforce safe behavior.
This organization also experienced several examples of
coaching that were recognized on a daily basis. As participation The human error rate can be dramatically reduced using
increased, safety performance improved. safety performance tools. However, getting to the next level of
safety requires strong defenses (hazard and risk mitigation con-
The U.S. nuclear power generation has greatly reduced the trols) to prevent events including injuries. Safety performance
number of lost-time or restricted-duty OSHA-recordable inju- is just as important as quality, cost and production. In the nu-
ries over the past several years. The industrial safety incident clear power industry, the focus on human and organizational
rate (lost-time and restricted work injuries per 200,000 hours) performance had a direct effect on production and the environ-
declined from 2.0 in 1990 to 0.02 in 2018. During the same pe- ment. Proactive measures allow organizations to take a more
riod, the capacity factor (ratio of actual electrical energy output instructive approach to improving safety performance with
to maximum) increased from 70% to 93.4% (INPO, 2018). workforce ownership, empowerment and involvement.

Many factors led to and continue to sustain the nuclear pow- Leaders in a system thinking organization enable and re-
er generation safety culture. A key contributor was the human inforce discussions of the processes to prevent injuries. Such
and organizational performance initiative in 1999. conversations increase awareness of doing the right thing, at
the right time, all the time. When an outcome such as 1 million
A safety performance principle is that behaviors are in- hours incident free is reached, a consequence of successful be-
fluenced by what is encouraged and reinforced. Interactions haviors, we must recognize the series of small safety wins that
led to this achievement, indicating that the process is working.

Safe results key message: Focus on proper safe behaviors to
achieve desired results, not just results, creating an environment
in which people are encouraged to take safe personal responsibili-
ty for themselves and others.

Conclusion
The benefits of safe and reliable job performance are evident

in the productivity and job satisfaction of the workers. Safe and

54 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

reliable behaviors at all levels are substantially influenced by BLS. (2018b, Dec. 18). National census of fatal occupational injuries
the culture that exists within the organization. Successful orga- in 2017 (Press release). Retrieved from www.bls.gov/news.release/pdf/
nizations that have established productive work environments cfoi.pdf
value the importance of safety. These organizations encourage
and support a strong focus on the understanding and preven- Columbia Accident Investigation Board (CAIB). (2003). Report vol-
tion of errors. ume 1, August 2003. Washington, DC: Author.

A systematic approach is needed to achieve and maintain the Dekker, S. (2014, Aug.). Employees: A problem to control or solution
focus on safety and consists of the following key elements: to harness? Professional Safety, 59(8), 32-36.

1) Organizational behaviors: Dekker, S. (2014). The field guide to understanding human error (3rd
•Safety performance initiatives begin at the highest levels of ed.). Boca Raton, FL: CRC Press.
the organization.
Humans make errors and organizational focus either reduces Geller, E.S. (2005). People-based safety: The source. Virginia Beach,
or increases errors. VA: Coastal Training Technologies Corp.
2) Programs, processes, procedures and training:
•The quality of programs, processes and procedures with Institute of Nuclear Power Operations (INPO). (1997, Sept.). Excel-
consistent adherence reduces the risk of error. lence in human performance. Atlanta, GA: Author.
•All levels of the organization are trained to recognition
of at-risk conditions and behaviors as well as how to correct, INPO. (2006a, April). Human performance tools for workers (INPO
coach and reinforce desired behaviors. 06-002). Atlanta, GA: Author.
3) Hazard risk analysis:
•Every job performed involves some level of hazards and risk. INPO. (2006b, Oct.). Human performance reference manual (INPO
•Safety performance tools reduce the likelihood of human error. 06-003). Atlanta, GA: Author.
4) Team behavior:
•Crucial conversations occur at all levels of the organization, INPO. (2007a, Feb.). Human performance tools for engineers and other
resulting in consistent alignment of the culture. knowledge workers (INPO 05-002 Rev 1). Atlanta, GA: Author.
5) Individual behavior:
•Individual behaviors are influenced by organizational cul- INPO. (2007b, Dec.). Human performance tools for managers and su-
ture, and what is encouraged and reinforced. pervisors (INPO 07-006). Atlanta, GA: Author.
•Safety performance tools used daily promote situational
awareness. INPO. (2009, Feb.). Procedure use and adherence (INPO 09-004). At-
6) Safe results: lanta, GA: Author.
•Focus on proper safe behaviors to achieve desired results,
not just results, creating an environment in which people are INPO. (2018). Annual reports. Atlanta, GA: Author.
encouraged to take safe personal responsibility for themselves Kahneman, D. (2011). Thinking, fast and slow. New York, NY: Farrar,
and others. Straus and Giroux.
A safety initiative that focuses on a systematic approach to Krause, T.R. (2005). Leading with safety. Hoboken, NJ: Wiley.
improve and sustain safety performance derives its power from Martin, D.K. & Black, A.A. (2015, Sept.). Preventing serious injuries
awareness and active participation of everyone in the organiza- and fatalities. Professional Safety, 60(9), 35-43.
tion. Active participation with the process at all organizational OSHA. (2014). Job briefing (29 CFR Part 1926.952). Retrieved from
levels creates a culture in which safety is a valued component of www.osha.gov/laws-regs/regulations/standardnumber/1926/1926.952
overall operations. OSHA. (2015). Job briefing [29 CFR 1910.269(c)]. Retrieved from
Finally, safety performance is management sponsored and www.osha.gov/laws-regs/regulations/standardnumber/1910/1910.269
leadership driven. A key to success is the passion for excel- Reason, J. (1997). Managing the risks of organizational accidents (1st
lence in safety performance that every leader of the organiza- ed.). Aldershot, England: Ashgate.
tion displays. PSJ Senge, P.M. (2006). The fifth discipline: The art and practice of the
learning organization. New York, NY: Doubleday.
References U.S. Nuclear Regulatory Commission (U.S. NRC). (1990, Apr. 16).
Loss of vital AC power with subsequent reactor coolant system heat-up
Altmann, E.M., Trafton, J.G. & Hambrick, D.Z. (2013). Momentary (Information notice No. 90-25). Retrieved from www.nrc.gov/reading
interruptions can derail the train of thought. Journal of Experimental -rm/doc-collections/gen-comm/info-notices/1990/in90025.html
Psychology, 143(1), 215-226. Wolf, L. (2010, Sept. 15). What gets measured gets done: Key perfor-
mance indicators. University of California, California Digital Library.
ANSI/ASSP. (2011). Risk assessment techniques (ANSI/ASSP Z690.3- Retrieved from https://cdlib.org/cdlinfo/2010/09/15/what-gets-measured
2011). Park Ridge, IL: ASSP. -gets-done-key-performance-indicators

ANSI/ASSP. (2017). Occupational health and safety management sys- John F. Kowalski, CSP, ASP, CUSA, is owner and president of Safety
tems [ANSI/ASSP Z10-2012(R2017)]. Park Ridge, IL: ASSP. Performance LLC. He is a safety and human performance professional with
more than 40 years of diverse experience in safety and human performance.
Aronson, D. (1996). Overview of systems thinking. Retrieved from Since 1977, he has held various positions including senior consultant, staff
www.thinking.net/Systems_Thinking/OverviewSTarticle.pdf advisor, industrial safety engineer, staff nuclear advisor, project engineer
and engineer. He has extensive knowledge of power plant design, operation,
Bennett, J.T. & Kohlmeyer, J.L. (2014). Operational risk management: industrial safety and human performance, and is recognized as an industry
A model for business management systems integration. Proceedings of safety and human performance expert providing training, presentations,
Safety 2014, ASSP’s Professional Development Conference, Orlando, FL, workshops and articles. Kowalski holds a B.S. in Nuclear Engineering from
USA. Pennsylvania State University. He is a professional member of ASSP’s West-
ern Pennsylvania Chapter.
Bureau of Labor Statistics (BLS). (2018a, Nov. 8). Employer-reported
workplace injuries and illnesses, 2017 (Press release). Retrieved from John C. Summers is an expert in human performance, safety culture and
www.bls.gov/news.release/pdf/osh.pdf process improvement with more than 44 years’ experience. He has been a se-
nior manager/director at several utilities as well as Institute of Nuclear Pow-
er Operations leader for the human performance initiative to improve the
nuclear industry. In addition, he has provided general and focused training
to more than 30,000 utility employees. Summers has presented papers at
conferences around the world. He was a key U.S. contributor to International
Atomic Energy Agency’s Managing Human Performance to Improve Nuclear
Facility Operation. Summers holds a master’s degree in Organizational Tech-
nology from Kennesaw State University.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 55

BEST PRACTICES

CHEMICAL MANAGEMENT SYSTEM

to Ensure Safety for All at Rensselaer Polytechnical Institute

By Annette P. Chism

With nearly 600 wet labs, more than 250,000 chemicals on campus and a commitment to ensuring the safety of
students, faculty and staff, Rensselaer Polytechnic Institute had an organizational need to evaluate and strengthen
the procurement, receiving, storage, distribution, use, tracking, disposal and security of chemicals on campus.

Ensuring safety and efficient handling to maintain the data in the format that also asked about any concerns they had
for such a large number of chemicals can the PI deemed appropriate. about a switch to a centralized system
be challenging for many research and and those concerns were factored into
pharmaceutical organizations. The task •Specific chemical training on han- the plan. The advisory group also de-
is made even more complex by detailed dling benzene, for example, was hard for termined what was needed in terms of
tracking requirements for certain chem- EH&S to track when the department had space, proximity to a loading dock and
icals as imposed by regulatory agencies to rely on the PI to inform the depart- safety equipment, including eyewash sta-
such as U.S. Department of Homeland ment when purchasing the chemical. tions, a shower and proper ventilation in
Security and Drug Enforcement Agency. the new receiving area.
•EH&S did not have a means of col-
Comprehensive Review lecting a comprehensive list of faculty, After months of research, the institu-
In August 2017, Rensselaer formed staff and students in each lab. This was tion established a centralized chemical
problematic due to the manner in which receiving office within the EH&S depart-
a strategic advisory team consisting of EH&S provides umbrella lab safety train- ment. The author, along with the director
academic researchers and administrative ing. The lack of a list of names tied to an of procurement, led the implementation
leaders to review policies, procedures individual lab meant that automatically of the chemical management system.
and administrative practices related to assigning training was not possible.
handling and tracking all chemicals. The The new, state-of-the-art, institu-
project was led by the author, who is the Based on the review, the advisory tion-wide chemical management system
university’s director of environmental group recommended an institution-wide put in place at the university is supported
health, safety and risk management chemical central receiving function with by a leading provider of cloud-based
(EH&S), and Ron Moraski, its director state-of-the-art inventory management business automation solutions. Rensse-
of procurement. They were charged with for all labs. laer is the first university in the U.S. to
making recommendations to the vice use this system to integrate procurement,
president for human resources to which Seeking Input From All Players management and inventory of chemicals
the EH&S department reports. The first The two directors invited represen- with receiving across the entire univer-
task was to identify gaps in the current sity. The system allows for managing the
system. These gaps included: tatives from across the campus who complete chemical management life cycle
ordered, handled, budgeted for, received from sourcing of chemicals to receipt,
•With no central receiving depart- and used chemicals, and asked for their tracking and disposal, and provides the
ment in place, deliveries were being input and feedback regarding the im- university with the ability to track all
made directly to labs and offices and plementation of a new system. Feedback chemicals on site and properly manage
were sometimes left in a hallway by the included a feeling of disconnection access to effectively meet compliance and
delivery person. between the purchasing process and safety requirements. In addition, the sys-
chemical inventory management. Lab tem provides users with up-to-date safety
•No method existed to easily deter- staff members requested a better way data sheets and detailed material hazard
mine all chemicals on campus. to purchase chemicals and for EH&S profiles for reporting.
to develop a better method for track-
•It was difficult to provide chemi- ing specific chemicals. They were also How It Works
cal-specific and research-related infor- concerned with untrained individuals Within the centralized chemical receiv-
mation to first responders in the event of in offices receiving chemicals. Over
an on-campus issue. Without this infor- several months, the team gathered input ing office, a chemical receiving specialist
mation, responders were more likely to about current recordkeeping practices. receives all chemicals, audits the received
be placed in harm’s way. This process revealed that each lab was chemicals against the order from the PIs,
manually keeping its own records on applies a bar code to each individual chem-
•Management of sensitive chemicals individual spreadsheets, which meant ical, enters the bar codes into the lab-spe-
was handled by principal investigators no visibility to the university’s complete cific inventory, enters expiration dates into
(PIs) and in most cases was performed inventory and a lack of awareness about the system for chemicals that require ex-
effectively; however, EH&S was not made potential hazards. piration information, attaches a one-page
aware of purchased chemicals and was sheet with information regarding chemi-
not provided the opportunity to review a All of this input helped the advisory cal-specific safety training requirements,
PI’s management plan for the chemicals. group determine what was needed in attaches a safety data sheet, repackages the
terms of both space and resources to chemical and delivers the shipment to the
•Regulatory reporting was difficult due fully implement a centralized chemical specific lab. With direct delivery to the lab,
to the number of individual chemical management system on a campus that the unsafe practice of delivering chemicals
inventories EH&S collected from each of had a decentralized procurement and
the 600 labs. Even with a standardized receiving process. All stakeholders were
inventory format, each lab was at liberty

56 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

While the ultimate responsibility
still lies in the labs, this
system not only makes it more
efficient, but gives researchers
the same tool that many of the
most successful pharmaceutical
companies use.

TWILIGHTSHOW/ISTOCK/GETTY IMAGES PLUS to inappropriate locations is eliminated mation to collect the waste and move it exact chemical they need. Implementa-
and the receiving specialist has an oppor- to the 90-day storage area once a week. tion of the system was successful because
tunity to speak with and become familiar Knowing and understanding the waste it was intentionally designed to make
with each lab’s occupants. By knowing the profile before pickup provides a safer way acquiring and managing researchers’
lab occupants and their research, EH&S for the vendor to be prepared for each inventory much easier so they can focus
better understands where gaps may exist in pickup and transport. This method also on their research.
training, engineering controls or adminis- allows EH&S to quickly determine where
trative controls. the largest amount of waste is being gen- Ongoing Work
erated on campus. Safety staff have begun to conduct a
If special handling procedures are in-
volved, the chemical receiving specialist Previously, lab workers had to man- physical survey of all labs to identify
enters that information in the university’s ually add and subtract inventory items, those that are in fact wet labs and to
online learning management system, which and conduct an annual audit of chem- inventory legacy chemicals that were
then enables human resources and EH&S to ical quantities in their labs. With the already present in labs before the new
provide appropriate training to the employ- new integrated system in place, such system was instituted. An estimated
ee who procured the particular chemical. information is available on a daily basis. 250,000 chemical containers on the
For quality control purposes, PIs are campus before implementation of the
With the launch of the university’s cen- required to conduct an annual physical new system need to have bar codes ap-
tral receiving and chemical monitoring inventory of containers and quantity. plied as well.
program, regulated materials such as those
found in OSHA’s Z tables can now be iso- Lab workers can now update their in- The hard cost savings of the new sys-
lated. A learning management system is ventory on a regular basis. In the case of tem have yet to be determined, but the
used to assign chemical-specific training, labs that contain hazardous chemicals, a university anticipates savings. The system
and EH&S advises end users on appropriate hazardous assessment signage program is saving time and energy for researchers,
administrative and engineering controls. affixed to the outside of the lab door pro- as well as minimizing risk. PIs and lab
vides a strong visual that allows emergen- managers now have a central place to buy
To maintain accurate inventory, it is cy responders to readily identify which chemicals, which makes it easier to refer
imperative that when a chemical is used chemicals are present in the event that to safety information, search, purchase.
up or expired and ready for disposal they need to enter the lab. After imple- It puts all the information in one place
there is an easy method for PIs to remove menting the system, university personnel and allows them to compare costs. The
the chemical from their inventory. A have easy access to lab-specific informa- institution has already seen significant
chemical disposal sheet placed behind tion needed to ensure the safety of staff, results in supplier reduction, from using
plexiglass is posted in each wet lab on faculty and students with minimal dis- more than 200 suppliers down to about
campus. The lab occupants are trained ruption of PIs’ and lab managers’ work. 25, with 90% of the university’s chemical
to peel the label and place it on the plexi- purchases now coming from its top five
glass when a bottle is empty or the chem- A More Efficient System preferred suppliers.
ical has expired. The chemical receiving That Focuses on Safety
specialist then scans the bar code out Managing chemicals at a university is
of inventory and removes the bar code, Through its review, the university no small task. Until now, much of the re-
which allows for inventory management recognized that managing the inventory sponsibility and manual work fell on the
on a weekly or even daily basis. of chemicals manually on spreadsheets research community. While the ultimate
and managing the safety database as it responsibility still lies in the labs, this
For full chemical life cycle manage- had been was cumbersome and ineffi- system not only makes it more efficient,
ment, the institution determined that cient. Now, all the information is readily but gives researchers the same tool that
grouping hazardous waste management available when researchers need to place many successful pharmaceutical compa-
with central receiving and inventory an order. Researchers can now search nies use, supporting the university’s goal
management would provide the safest not only by the chemical name, but also of training students in the standards and
and most comprehensive way to under- by CAS registry number or structure, practices used by the leading commercial
stand usage and regulatory controls. which makes it even easier to find the research labs. PSJ
When hazardous waste is ready for
pickup, lab personnel complete an online Annette P. Chism, M.B.A., CRM, is the director of environmental health and safety and
request for pickup form. This form is risk management at Rensselaer Polytechnic Institute with 20 years’ experience in the safety and
managed by chemical receiving where environmental field from aviation safety to higher-education safety and insurance. She holds an
specialists know the waste profile and M.B.A. from Norwich University. She is also licensed as a mold assessor in the state of New York
provide details to the university’s waste and is a licensed private pilot. Chism is a member of ASSP’s Eastern New York Chapter and a past
vendor. The waste vendor uses the infor- president of the Society’s Midnight Sun Chapter.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 57

WORTH READING

THE RELATIONSHIP FACTOR

IN SAFETY LEADERSHIP
By Rosa Antonia Carrillo, 2019, Abingdon, U.K.: Routledge

A review by Pam Walaski, CSP

About 5 years ago, I became acquainted with Rosa Anto- Carrillo ties it all together by noting the dangers that evolve
nia Carrillo when I heard her speak at the first ASSP Women from leaders who believe that suppressing emotions is an im-
In Safety Excellence Retreat in Orlando, FL, and since then, portant method of establishing their role in the hierarchy and
I’ve tried not to miss a blog post, webinar or
opportunity to hear from her. Her thinking of their knowledge and status.
about the importance of relationships and in- Carrillo then provides two different
clusion in safety have impacted on how I ap-
proach some of the very technical consulting frameworks for those who want to change or
on management systems and auditing that improve the way they perform as safety lead-
are part of my current job. To make sure I ers. The first is eight principles of relation-
remember to appreciate the disconnected way ship-centered leadership, which address how
in which workers sometimes behave, “Inclu- leaders view team members and the effect
sion precedes accountability” is a permanent of the leader’s expectations on performance.
note on the whiteboard in my office. Four of the beliefs resonate strongly with me:
1) true communication takes place in the
I made sure to get on the list to obtain a presence of relationship and trust; 2) inclu-
copy of The Relationship Factor in Safety sion precedes accountability; 3) people will
Leadership as soon as it was published. Read- speak up to stop an unsafe act if it is in their
ing the glowing front cover reviews by influ- best interest; and 4) drift is a positive quality
ential leaders of our profession, and some of of adaptive human behavior.
my personal favorites such as Sidney Dekker,
Edgar Schein, Mei-Li Lin and Carsten Busch, Appreciating beliefs about trust and when
I dug in, knowing I was in for a real treat. a worker perceives that an environment is
conducive to speaking up provide the miss-
In the first part of the book, Carrillo lays ing link for those organizations that have
the groundwork by clarifying the role of top-notch policy and procedure manuals,
inclusion and belonging in relationship-cen- but struggle with compliance with those
tered safety leadership, noting that safety outcomes are con- written documents. Carrillo notes, “We all
trolled, good, bad or in-between, through relationships. She know that policy does not change behavior, but companies
lays out the path from relationships built on inclusivity and still expend a great deal of energy getting the right wording
trust to conversation as the trigger for change to the ways in in the hopes that it will shift an attitude and behavior” (p. 50).
which safety leaders can create opportunities for a team to Carrillo continues, “Listening is motivation, and it is a power-
solve complex problems and improve overall performance. She ful motivator, but for some reason it is believed that pizza and
also establishes the critical role of psychological safety in the donuts can replace it” (p. 51).
workplace, which is the shared belief that a team of workers is Understanding drift requires the realization that drift in
a safe place for interpersonal risk-taking. If you have been to and of itself cannot be prevented, only managed, and that it
any national conferences lately, including ASSP’s professional represents actions that make sense at the time to the worker
development conference in New Orleans, LA, have been active who is not following a procedure. In that light, an organization
on LinkedIn, or read safety-related periodicals, print or online, can use drift as a learning opportunity rather than a reason to
you will recognize psychological safety as an emerging term blame and discipline workers. After all, Carrillo reminds us
many of us would do well to understand, appreciate and learn that when drift results in cost savings or some type of success-
to integrate into our roles as safety leaders. ful adaptation, we celebrate it as innovative.
Carrillo ends the section on the eight beliefs by noting that
Carrillo follows the introductory section by laying a solid our beliefs create our thoughts, our thoughts lead to actions
research foundation about the importance of relationships, and our actions produce results. If the results in our organiza-
reminding the reader that it is not about liking a team member, tion related to safety performance and behavior are not what
but about simply being connected. Through a discussion of the we want, more procedures and more discipline will not lead to
work of social psychologists such as George Mead and Abra- the change we seek. Leaders must examine their beliefs about
ham Maslow, she establishes the biological need for humans to human nature and behavior and correct them.
form relationships to survive. Business theories such as those Having established the groundwork for the eight beliefs, Car-
established by Douglas McGregor (theory X and Y) and Chris rillo then discusses trust in an organization. Based on the eight
Argyris (ladders of inference) explore what motivates a worker beliefs, she makes an excellent case for how leaders can mend
and how they view their workplace. Finally, she elevates con- broken trust and the importance of each leader taking it on as
cepts by Erving Goffman and others on the lengths humans personal, recognizing that current leaders most likely contrib-
will go to present themselves as acceptable and to fit in, and uted to the current state and that moving on requires an ac-
how the fear of appearing incompetent keeps them from letting knowledgement, and a sincere apology and different behavior.
their coworkers know when they do not understand how to The last section of the book outlines the second framework
perform a work task safely or see an unsafe act or condition. for change: five leadership orientations for conversation. Based

58 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

on Carrillo’s extensive work with organizations over the years, Fire in My Mouth
these orientations represent different aspects of a leaders’ frame
of mind that contribute to successful problem-solving through By Julia Wolfe, 2019, UMG
employee engagement and provide a path for leaders who are
serious about changing how they view their role in creating an Recordings Inc.
environment for trusting conversations. They are unification
(building relationships toward group identify), penetration Julia Wolfe’s Fire in My
(deeper inquiry and diverse perspectives), resolution (finishing
a task despite unexpected obstacles), enactment (viewing mis- Mouth is a musical perfor-
takes as opportunities, encouraging innovation and resilience)
and perseverance (engaging the will for continuous improve- mance that documents the
ment). Even though each is essential, they are not linear.
1911 Triangle Shirtwaist Fac-
Although it is a slim book at about 100 pages, the author
packs a lot of excellent information, references and ideas in this tory Fire. The title, Fire in My
book. The stories of Carrillo’s work over the years are inspira-
tional and provide a path to change that any leader can begin if Mouth, comes from a quote
s/he understands and appreciates relationships. Carrillo ends
with a personal note of experience with exclusion growing up from labor activist Clara Lem- The Triangle Shirtwaist Factory fire
and being ostracized for dual Mexican and U.S. heritage. She lich Shavelson, “Ah, then I had was the deadliest industrial disaster
reminds us that exclusion in some fashion “permeates every fire in my mouth,” and also in New York City history, and it
failed initiative and organization” (p. 99). This book can be a references the fire itself, which inspired changes in laws and regula-
game-changer for anyone who is open to rethinking his/her killed 146 garment workers, tions to make workplaces safer.
views on human nature, trust and communication.
most of them young immi-

grants. The music is performed in four parts: immigration,

factory, protest and fire. Drawing on oral histories, speeches,

interviews and historical writings, Wolfe captures the experi-

ence of immigrant life, the language of protest, the sounds of

the factory and the horror of the fire through Italian and Yid-

dish folk tunes, harmonizing and discordant voices and click-

ing percussion. Listen at https://bit.ly/31HiTeQ.

The Complete Safety at Work & Emergency

First Aid Pocket Guide Control: A Holistic Approach

By John Furst, 2018, Boca Raton, FL: CRC Press By Benedito Cardella, 2019, Boca Raton, FL: CRC Press

A review by Todd Clayton A review by Kristina Anderson, GSP

The Complete First er curriculum can be Benedito Cardella has writ- The amount of information pro-
Aid Pocket Guide is laid repetitive if using the ten an in-depth guide to assess- vided within this book is a positive
out with standard top- same content and this ing risk from the holistic point strength. However, the largest
ics for emergency care book could add some of view, which weighs on the weakness I found was the scientific
such as how to deal with additional information scientific and technical side of and technical way it is presented,
minor wounds, burns, into the mix. This book the safety or engineering field. which may be a challenge to safety
shock or choking. It also could also be useful in While the book adequately ad- professionals who do not enjoy
has some nonstandard advanced first-aid cer- dresses the subject matter, it is reading scientific and technical
topics not typically tifications, sometimes often difficult for an individual materials. There are also several
covered in a basic first- called first responder, who does not enjoy reading sci- small wording errors that are com-
aid class, including or if set up as continu- entific studies to grasp. The book mon when books are translated
information such as ing education training. is well organized, beginning with from one language to another.
the contents of first-aid An emergency medi- what the author sees as a holistic However, these do not take away
kits (home, vehicle and cal technician might approach and explains in depth from the readability of the book.
outdoor), when someone find this interesting to risk and emergency management
with a headache should freshen knowledge of with detailed descriptions and Cardella is a chemical and
seek further medical at- basic concepts if not examples of risk and value anal- safety engineer who does a great
tention, and what is and working in the field ysis. Cardella’s holistic approach job at breaking down the differ-
what to do with a black every day. Another consists of the concept that “the ent aspects of risk analysis and
eye. I found these addi- use would be as inter- whole is in the parts and the parts tying them into an approach
tional topics interesting im first-aid training are in the whole” and that each that integrates safety with pro-
to review. during the off years risk situation consists of physical, ductivity, quality, environmen-
of a typical first-aid biological, psychological, cultural tal preservation and human
I see several useful curriculum between and social parts which interact development creating a unique
times when this text certifications. together to create an incident. reference book for any safety
would be a valuable professional or engineer who can
tool to have in a first- As a certified emer- The book is packed full of cur- see past the scientific language in
aid/emergency care gency medical techni- rent risk management approaches, the beginning of the book to ab-
library. The first use cian and CPR/first aid including detailed hazard analysis sorb the wealth of information in
could be before people instructor, I find this methods, human failures, safety chapters 6 through 10. Cardella
are scheduled for a book to be a good ref- concepts, value analysis, and risk provides many safety and every-
basic CPR refresher. erence for emergency analysis with brief examples and day examples to help the reader
Sometimes the refresh- care knowledge. formulas for calculating the risk. understand each risk method.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 59

BEST PRACTICES

PSYCHOLOGICAL SCIENCE
FOR SAFETY SUCCESS, PART 3

How to Inspire Self-Motivation & Empowerment

E. Scott Geller and Krista S. Geller

The achievement and maintenance of an injury-free workplace requires relevant safety engagement from
everyone. Workers must be self-motivated and feel empowered to look out continually on behalf of the safety
and health of others.

This includes the application of the safety and life lessons with colleagues to Self-motivation or self-direction often
interventions discussed in the first two customize related applications for self-moti- leads to discretionary behavior: more
parts of this three-part article series: pro- vation and for leading others to achieve and desirable behavior than requested or
active analysis of close calls and minor maintain a brother’s/sister’s keeper culture, required. Certainly, safety managers can
injuries, and interpersonal behavior-based which is essential for achieving and main- be safety leaders. While managers hold
coaching that reflects active caring. taining an injury-free workplace. an assigned position that enables them to
control certain motivating contingencies
Of course, managers and supervisors Leadership & Self-Motivation or behavioral consequences, anyone,
must do the same, but they also need to Managing people is not the same as regardless of position in an organization,
facilitate self-motivation and perceptions can be a leader by promoting self-moti-
of empowerment among employees. How leading people, but both management and vation in themselves and others (Geller,
can they do this? Psychological science of- leadership are essential for cultivating an 2016). Psychological science provides
fers evidence-based answers to this critical actively caring injury-free work culture. evidence-based strategies to make this
question. First, this article addresses the Simply put, managers hold people ac- happen by increasing perceptions of
issue of self-motivation and explains the countable to perform desirable (e.g., safe) choice, competence and community.
psychological definition of empowerment. behavior and avoid performing undesir-
Then connections between self-motivation able (e.g., at-risk) behavior for OSH. They Perceived Choice
and empowerment are specified, includ- manage or motivate behavior with an ex- At times, people need external activa-
ing similarities and differences between ternal or extrinsic accountability interven-
these crucial psychological dynamics. tion or system. In contrast, leaders inspire tors (e.g., incentives, disincentives) and
self-motivation by influencing particular consequences (e.g., rewards, penalties)
The authors hope the research-based person-states (e.g., perceptions, attitudes, to keep them motivated. But sometimes
principles explained and illustrated here will emotions) that facilitate self-motivation. people develop self-motivation and
inform and inspire readers to discuss these

FIGURE 1 FIGURE 2

PERCEIVED CONTROL OR CHOICE POSITIVE RECOGNITION
IS IN THE EYES OF THE BEHOLDER BUILDS COMPETENCE

60 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

self-accountability within the context of This article addresses the countable. Much research has shown that
an extrinsic accountability system. This people become more self-motivated and
person-state includes the perception of issue of self-motivation self-directed when they feel competent at
choice, as reflected in Figure 1. In fact, performing worthwhile work (Deci, 1975;
people have a need for autonomy, regard- and explains the Deci & Flaste, 1995; Deci & Ryan, 1995;
less of dispositional and situational fac- Ryan & Deci, 2000). Offering genuine
tors (Deci, 1975; Deci & Flaste, 1995). psychological definition praise, recognition or supportive feedback
can make that happen, as discussed in the
Participative management means em- of empowerment. Then second article of this series (PSJ, Oct. 2019,
ployees have personal choice during the pp. 28-30). Unfortunately, our culture
planning, execution and evaluation of connections between seems to downplay the value of praise for
their jobs. In the workplace, managers competent work, as illustrated in Figure 2.
often tell people what to do to be most self-motivation and
efficient. It takes more time to involve Just the language we use when talking to
people in the decision-making process, empowerment are ourselves (i.e., self-talk) and to others can
and to promote perceptions of choice and impact perceptions of choice and compe-
inspire self-motivation. Consider, for ex- specified, including tence. For example, which of the following
ample, how the language from a supervi- pairs of words or phrases connect more
sor can influence a perception of external similarities and differences to the perception of choice or competence
control or personal choice. Should man- and, hence, to self-motivation?
agers give mandates or set expectations? between these crucial
Should they demand compliance or ask •occupant restraint or vehicle safety belt;
for commitment? Is safety a priority and psychological dynamics. •requirement or opportunity;
a condition of employment, or a value •peer pressure or peer support;
and a personal mission to actively care the employees who know most about the •training or mentoring;
for the safety and health of others? hazards and at-risk behaviors, as well as •compliance or accomplishment;
the factors contributing to these potential •I must meet this deadline or I choose
Employees are often viewed as passive determinants of injuries and fatalities. to achieve another milestone.
followers of safety rules and regulations
because managers plan and evaluate most Perceived Competence Interdependence
aspects of the job, including the safety “People are not successful because they or a Sense of Community
protocol. As a result, the wage worker’s
perception of choice can be limited. Yet, are motivated; they are motivated because Deci and Flaste (1995) affirm that we
an injury-free workplace requires in- they are successful” (Chance, 2008, p. 95). have three basic psychological needs,
terdependent engagement, information This provocative quotation reflects the and when these needs are satisfied, we
gathering and coaching by line workers, powerful role of perceived competence in are self-motivated. Specifically, self-mo-
motivating people to continue working tivation is activated by conditions that
diligently and safely on a task when no
one is watching them or holding them ac-

FIGURE 3 FIGURE 4

CHILDREN NEED TO LEARN TOP-DOWN CONTROL
THE POWER OF INTERDEPENDENCE CAN STIFLE EMPOWERMENT

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 61

BEST PRACTICES

facilitate the fulfillment of our need for powerment question reflects a personal ficacy), but might not believe such ac-
autonomy or choice, competence and belief in having the competence to make complishment will make a difference in a
relatedness: a sense of community or in- it happen. Bandura (1982) calls this desired outcome (i.e., response-efficacy).
terdependence. self-efficacy. Note that the term self-effi- In this case, education is needed, includ-
cacy places the focus on personal belief. ing an explanation of an evidence-based
Consider these popular slogans in An observer might think an individual principle or theory and perhaps the
American culture: “Nice guys finish last,” has the competence to complete a task, presentation of convincing data. Regard-
“You’ve got to toot your own horn” and but the empowered individual might feel ing the behavioral-coaching process,
“The squeaky wheel gets the grease.” differently. Thus, a yes answer to the first substantial data are available to show
Now, consider these expressions, pop- empowerment question implies a belief that a behavioral-observation-and-feed-
ular in Japan: “One does not make the among those who received the assign- back process prevents workplace injuries
wind, but is blown by it” and “The nail ment that they have the relevant personal (Geller, Perdue & French, 2004; Sul-
that rises above the board invites a ham- competence to achieve the process or zer-Azaroff & Austin, 2000).
mering down.” These expressions reflect outcome goal.
an independent (individualistic) or an The third question, “Is it worth it?” tar-
interdependent (collectivistic) mind-set Although goal-setting gets motivation. Is the expected outcome
or perspective. worth the effort? Will performing the
and empowerment task-relevant behaviors result in a worth-
When coming into the world, people while outcome: a positive consequence
depend on others to take care of them. precede the occurrence of to achieve or a negative consequence to
Children depend on parents or caregivers avoid? Figure 5 illustrates these three
for all their basic needs. In contrast, ad- behavior, each reflects the empowerment questions by referring to
olescents look for opportunities to be on the three beliefs required to feel empow-
their own. In fact, it seems that a primary impact of motivational ered: self-efficacy, response-efficacy and
mission of most teenagers is to resist de- outcome-expectancy.
pendency and become independent. As consequences. More
depicted in Figure 3 (p. 61), this reliance After answering yes to these three
on self (independence) rather than on specifically, feeling empowerment questions, meaningful be-
others (interdependence) is promoted havior-focused goals must be set. To make
and supported throughout U.S. culture, empowered means goal setting empowering, the authors pro-
from high school and college classrooms pose the following SMARTS acronym:
to corporate boardrooms. the individual has
•S for specific;
However, high-performance teamwork answered yes to the •M for motivational;
requires a reciprocal dependency: team •A for attainable;
members depending on each other to motivational question, •R for relevant;
complete their task assignments. This re- •T for trackable;
flects a shift from independence to inter- “Is it worth it?” and is •S for shared.
dependence and a sense of community. The last S is added because sharing a
activated to work toward behavioral goal with others enlists social
With an interdependent community support that can activate behavior and
spirit, people trust others to look out achieving a given goal. behavioral feedback to facilitate goal at-
for their safety; with self-motivation, tainment.
individuals choose to contribute their The second question, “Will it work?” SMARTS goals are empowering be-
competence for the safety and health of reflects response-efficacy. Does the re- cause they are attainable (“I can do it”),
others in their work culture. cipient of an assignment believe that motivational (“It’s worth it”), and relevant
performing the required behaviors will (“It will work”).
Empowerment contribute to a valued mission for the
In the management literature, em- performer and for others? In this case, Empowerment vs. Self-Motivation
education about the mission-based value Although goal-setting and empower-
powerment typically refers to delegating of performing the task-relevant behavior
authority or responsibility, or to sharing may be needed. With regard to behav- ment precede the occurrence of behavior,
decision-making. In other words, when ior-based safety, the response-efficacy each reflects the impact of motivational
managers say, “I empower you,” they question translates to believing that a consequences. More specifically, feeling
usually mean “Get it done.” As reflected behavioral coaching process will eventu- empowered means the individual has an-
in Figure 4 (p. 61), the message is, “Make ally contribute to injury prevention and swered yes to the motivational question,
it happen, no questions asked.” In con- help to cultivate a brother’s/sister’s keep- “Is it worth it?” and is activated to work
trast, the actively caring safety leader er work culture. toward achieving a given goal. If the goal
first assesses whether the empowered setting was SMARTS, consequences are
individual feels empowered. A proper as- A negative answer to the self-efficacy implicated by the M for motivational. In
sessment of feeling empowered involves question indicates a need for more train- other words, feeling empowered implies
asking three questions, as derived from ing, whereas a negative answer to the that the individual is ready or activat-
social learning theory (Bandura, 1982). response-efficacy question implies a need ed to work toward achieving a speci-
for education. In other words, people fied goal, which reflects the potential
The first question is, “Can I do it?” might believe they are able to accomplish achievement of a particular consequence.
Do I have the knowledge, skills, ability a particular process or task (i.e., self-ef- Similarly, a self-motivated individual
and resources to achieve a particular
objective? A yes answer to this first em-

62 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

FIGURE 5

THE THREE BELIEFS THAT
DETERMINE EMPOWERMENT

FIGURE 6

EMPOWERMENT & GOAL SETTING
MOTIVATE WITH CONSEQUENCES

is anticipating or has received a conse- and feel empowered. Self-motivation Deci, E.L. (1975). Intrinsic motivation. New
quence (e.g., recognition or supportive increases when people perceive a suffi- York, NY: Plenum.
feedback) that supports self-directed cient degree of choice, competence and
rather than other-directed behavior. community with regard to a particular Deci, E.L. & Flaste, R. (1995). Why we do
safety-improvement procedure. what we do: Understanding self-motivation.
Figure 6 illustrates how empowerment, New York, NY: Penguin Books.
vision and goal setting fit with the acti- People feel empowered to contribute
vator-behavior-consequence model of to an injury-prevention intervention Deci, E.L. & Ryan, R.M. (1995). Intrinsic
applied behavioral science. The simple but when they perceive self-efficacy (“I can motivation and self-determinism in human be-
fundamental point is that people need to do it”), response-efficacy (“It will work”) havior. New York, NY: Plenum.
feel empowered to work for goal achieve- and anticipate a beneficial outcome (“It’s
ment, including the anticipated acquisition worth it”). Plus, behavioral goals are Geller, E.S. (2013, Dec. 5). The psychology of
of a desirable consequence or the expecta- empowering when they are challenging self-motivation (Video). TEDx VirginiaTech.
tion to avoid an undesirable consequence. but attainable, relevant to achieving a Retrieved from https://youtu.be/7sxpKhIbr0E
worthwhile mission and are expected to
People must believe in and own the result in desirable consequences. While Geller, E.S. (2016). The psychology of self-mo-
vision. They need to feel support from self-motivation, empowerment and tivation. In E.S. Geller (Ed.). Applied psychology:
peers to attain process goals that support goal setting precede the performance of Actively caring for people (pp. 83-118). New York,
the vision by receiving supportive and relevant behavior, each of these human NY: Cambridge University Press.
corrective feedback to increase the quan- dynamics includes an expectation of a
tity and improve the quality of behaviors desirable consequence and therefore acti- Geller, E.S., Perdue, S. & French, A. (2004,
consistent with vision-relevant goals. vates motivation to perform. PSJ July). Behavior-based safety coaching: 10
Note that behavioral consequences are guidelines for successful application. Profes-
crucial. Empowerment and goal setting References sional Safety, 49(7), 42-49.
can activate the occurrence of desirable
behavior, but without relevant supportive Bandura, A. (1982). Self-efficacy mecha- Reed, D., Yanagita, B.T., Becirevic, A., et al.
consequences, the behavior will not last. nism in human agency. American Psycholo- (2016). Actively caring for higher education. In
It will extinguish. gist, 37(2), 122-147. E.S. Geller (Ed.). Applied psychology: Actively
caring for people (pp. 563-593). New York, NY:
Conclusion Bandura, A. (1997). Self-efficacy: The exercise Cambridge University Press.
This third article of our three-part of control. New York, NY: W.H. Freeman and Co.
Ryan, R.M. & Deci, E.L. (2000). Self-de-
series introduces evidence-based tech- Chance, P. (2008). The teacher’s craft: The 10 termination theory and the foundation of
niques for motivating people to imple- essential skills of effective teaching. Long Grove, intrinsic motivation, social development and
ment the safety-improvement processes IL: Waveland Press. well-being. American Psychologist, 55(1), 68-78.
explicated in the first two articles of
this series: implementing effective be- Sulzer-Azaroff, B. & Austin, J. (2000, July).
havior-improvement coaching and ana- Does BBS work? Behavior-based safety and
lyzing incidents proactively for leading injury reduction: A survey of the evidence.
indicators to prevent injuries. The safety Professional Safety, 45(7), 19-24.
success of these critical safety-success
processes increases as a function of the E. Scott Geller, Ph.D., alumni distinguished professor and director of the Center for Applied Be-
number of employees engaged in accom- havior Systems at Virginia Tech for 50 years, is also senior partner of Safety Performance Solutions and
plishing them. People are more likely to cofounder of GellerAC4P Inc. (www.gellerac4p.com). He has authored more than 300 research articles,
initiate and sustain focused contribution 40 books and 75 book chapters addressing the application of psychological science to improve human
to a process when they are self-motivated welfare and life satisfaction on a large scale. Geller and his daughter, Krista Geller, coauthored Actively
Caring for People’s Safety: How to Cultivate a Brother’s/Sister’s Keeper Work Culture. Geller is a profes-
sional member of ASSP’s Star Valley Chapter.

Krista S. Geller, Ph.D., became the people-based safety global teacher, coach and consultant
for Bechtel in 2012, whereby she helped employees develop the competence and courage to actively
care for the safety of themselves and coworkers. She traveled worldwide to assist in customizing the
people-based safety process for diverse cultures and work processes. Her mission is to inspire people to
actively care for the safety of themselves and others. This mission inspired her to develop and become
president of the consulting and training organization Geller AC4P Inc.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 63

STANDARDS INSIDER

PITCHING STANDARDS
CERTIFICATION TO THE C-SUITE

Q&A With Alexi Carli

Implementing industry consensus standards and certifying those standards can provide
many benefits to an organization by improving safety performance and entering new
markets around the globe. Alexi Carli discusses how safety professionals can gain
executives’ buy-in by demonstrating the return on investment of safety standards.

Alexi Carli PSJ: Talk about the benefits of implementing PSJ: As a safety professional, once you determine

Alexi Carli, CSP, is the an industry consensus standard and getting that it would make sense to implement an indus-
CEO of Carli Consult-
ing LLC. She was pre- certified. try consensus standard at your organization,
viously vice president
of global safety and Alexi: There has been a lot of discussion about ISO what are the next steps in that process?
health at UPS. She
holds an M.S. in Occu- 45001. That standard takes a proactive approach to Alexi: Certification is really the culmination of all
pational Safety and
Health from Columbia risk control and incorporates safety and health into of your efforts to integrate an effective safety and
Southern University
and a B.S. in Business a company’s management system. Because of this, health management system. Certification might be
Management from
University of Phoenix. top management and executives have a stronger the endgame, but you have to do your homework
Carli is a professional
member of ASSP’s leadership role in the safety and health program first. You must outline the method and the means
Georgia Chapter, and
a member of the Soci- because their management commitment is demon- to get there. Take a step back and thoroughly an-
ety’s Women in Safety
Excellence Common strated by an active and participatory role. That is alyze the company’s current management system:
Interest Group and
Management Practice the key. The C-suite has to support adoption and how it operates and the metrics you’re using to mea-
Specialty.
certification, otherwise it just won’t work. sure performance. You can’t only look at it from an

Because companies have tight and efficient oper- OSH professional’s perspective. Find all of the pain

ational processes, to deliver on their promises with points in the company’s current system, particular-

quality and service, bringing Having management ly from the operator’s point of
effectiveness up to a consensus view, where the work actually

standard demonstrates impact systems in place that gets done. You have to probe
in many areas. For example, deep, roll up your sleeves and

it increases a company’s oper- meet industry consensus work to truly understand what
ational capacity because risk you’re up against because what

and waste are decreased. Sec- and having an objective changes are required could
ondly, employee morale and also result in significant costs.
engagement increase because evaluation of proof of that The depth of your research

there is increased effectiveness. provides companies with a and who you talk to when
In other words, you’re work- making a presentation shows;

ing smarter, not harder. Also, competitive advantage in it’s a key component. You need
hopefully you’ve even taken
some of the employees’ ideas to be personally involved in

into account, which can lead many areas, such as OSH. that process.
Next, you need to identify

to more enthusiasm among workers or employee your stakeholders. Share perspectives with them and

engagement with the company and what it wants ask questions about certification. Engage with and

to accomplish. Lastly, there is a positive impact to educate leadership on why they would want to im-

company brand and trust as a good partner to do plement ISO 45001, and be prepared to explain the

business with. ISO certification is a good marketing operational and financial impact in their own lan-

tool for customers and, in some environments, it is guage. You must be able to translate it into what they

an absolute necessity. understand so they can make an informed decision.

There is a higher demand for certification in Establish the shared understanding that a problem

Europe as well as in certain industries where com- exists to ensure that your proposal of certification

panies have to certify to their own standards. That will be well received. It is crucial to understand who

also includes their service partners. So, service part- you are talking to and what they care about most. It

ners have a brand impact based on association. If a helps to gain support from other key stakeholders

partner does something bad, it’s going to have an who might not be in executive leadership but might

impact on the company it does business with. Hav- be able to influence the conversation. In a way, you

ing management systems in place that meet industry are informally crowdsourcing your idea.

consensus and having an objective evaluation of PSJ: What is the natural progression to move
proof of that provides companies with a competitive that conversation up the chain of command?
advantage in many areas, such as safety, health, en- How does it go from a safety professional with an
vironment and quality. idea to a presentation to the C-suite?

64 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

Alexi: After identifying stakeholders and support- gram. Knowing how you’re going to measure success
ers, you can begin to move up levels in the organi- is also key. Remember, when selling a big idea, the
zation. Some people may want to jump to the top most important things people want to understand
first. But in my experience, while it’s more work, are the costs and the return on investment?
there is a better chance of success if you work your
way up the chain of decision-makers and get wide- PSJ: From a business and safety perspective, where
spread buy-in. C-suite executives have to make is the best place to start gathering the information
many decisions on a daily basis, and they may not you need to make a case to the C-suite?
give their stamp of approval without the recom- Alexi: One of the first things to investigate is wheth-
mendation and support of lower-level stakeholders. er the company has certified to any other ISO
C-level executives want to know that their teams standard, and you will want to benchmark with the
are on board. Why would a leader adopt a product group that led that effort. This group will be able to
or invest in a solution that no one wants? It’s a rec- give you a head start, and you might even be able to
ipe for a failed buy-in and sunk costs. They don’t develop some alliances and strengthen both of your
have time for that. C-suite executives are strapped cases since there are costs in both attaining and
for time. Everyone wants a piece of them, and they maintaining certification. Other questions you have
depend on you to have researched, contemplated, to think about: What business are you in? What are
analyzed and recommended the right solution. some of the focus areas of your marketing team? Are
you trying to get into areas with segments that re-
You need to clearly demonstrate alignment and quire certification, or would it be a good value to do
show how certification supports the company’s goals so? What kind of questions are the customers asking
as well as individual executives’ goals. Have a solid for on their proposals for business related to safety
implementation plan to show a clear path for com- and health in certification, or even certification
pletion and success. You have to take them along overall? Has there been any loss of business due to a
the journey or give them a road map showing how lack of certification?
you are going to get there. It may have to be phased.
Leaders will think about what resources are needed, If you’re starting from scratch, you have to iden-
what timelines are realistic, total costs and, ulti- tify all of the pain points and risks of the current
mately, what results will come from a project or pro- system. Be willing to look

Statement of Ownership, Management and Circulation (PS Form 3526, July 2014)

1) Publication title: Professional Safety. 2) Publication number: 0099-0027. 3) Filing date: 10/1/2019. 4) Issue frequency: Monthly. 5) Number of
issues published annually: 12. 6) Annual subscription price: $60. 7) Complete mailing address of known office of publication: 520 N. Northwest
Highway, Park Ridge, Cook County, IL 60068-2538; Contact person: Sarah Astra, (847) 768-3414. 8) Complete mailing address of headquarters
or general business office of publisher: Same as 7. 9) Full names and complete mailing addresses of publisher, editor and managing editor:
Publisher, American Society of Safety Professionals, same as 7; Editor, Tina Angley, same as 7; Managing Editor, Tina Angley, same as 7. 10)
Owner: American Society of Safety Professionals, same as 7. 11) Known bondholders, mortgagees and other security holders owning or holding
1 percent or more of total amount of bonds, mortgages or other securities: None. 12) Tax status: The purpose, function and nonprofit status of
this organization and the exempt status for federal income tax purposes has not changed during preceding 12 months. 13) Name of publica-
tion: Same as 1. 14) Issue date for circulation data below: September 2019.

15) Extent and nature of circulation Average no. copies No. copies of
each issue during single issue published
preceding 12 months nearest to filing date

a) Total number of copies 31,964 31,306
b) Paid circulation
28,179 28,016
(1) mailed outside-county paid subscriptions stated on PS Form 3541 0 0
(2) mailed in-county paid subscriptions stated on PS Form 3541
(3) outside the mails including sales through dealers and carriers, street vendors, 1,492 1,521
17 9
counter sales and other paid distribution outside USPS 29,688
(4) by other classes of mail through the USPS 29,546
c) Total paid distribution 0
d) Free or nominal rate distribution 0 0
(1) outside-county copies included on PS Form 3541 0 0
(2) in-county copies included on PS Form 3541 21 0
(3) copies mailed at other classes through the USPS 21 0
(4) outside the mail 29,709 0
e) Total free or nominal rate distribution 2,255 29,546
f) Total distribution 31,964 1,760
g) Copies not distributed 99.93 31,306
h) Total 100.00
i) Percent paid

16) Electronic copy circulation

a) Paid electronic copies 5,113 5,133
b) Total paid print copies + paid electronic copies 34,801 34,679
c) Total print distribution + paid electronic copies 34,822 34,679
d) Percent paid (both print and electronic copies) 99.94 100.00

17) Statement of Ownership will be printed in the November 2019 issue of this publication. 18) Signature and title of editor, publisher, business
manager or owner: (signed) Tina Angley, 9/23/2019. I certify that all information furnished on this form is true and complete. I understand that
anyone who furnishes false or misleading information on this form or who omits material or information requested on the form may be subject
to criminal sanctions (including fines and imprisonment) and/or civil sanctions (including civil penalties).

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 65

STANDARDS INSIDER

PEOPLEIMAGES/E+/GETTY IMAGES you can do, what can be accomplished. You have
to prove that the cost of doing nothing and staying
The key outside of traditional safety and health metrics. You with the status quo is greater than the cost of imple-
to gaining have to truly understand all of the excess costs, risks menting your recommendation for certification and
respect to and waste of the current function. Are there any overhauling your safety and health management
speak au- processes that impede effective functioning? Can system, if necessary.
thoritative- you identify that? Can you link them? Can you link
ly about operational metrics such as quality or production You have to speak in plain English. Sometimes we
your sub- downtime that might align with concerns in your get involved in our jargon because we’re educated
ject is to be current safety and health management system? professionals. You also need to listen as much as you
prepared can and don’t talk. Understand what they need, not
with hard You also want to understand your organization’s just what you want to sell.
data and enterprise strategy and link metrics to the organiza-
metrics. tion’s goals. Look at concerns such as brand, financial In terms of slides, don’t get obsessed with them.
goals or service. To persuade the main decision-mak- People often want to present slides because it helps
ers, align to what they care about. If the organization move the presentation along, and it helps them re-
publishes a sustainability report, study the strategy member various points. You have to be confident and
and look at the matrix of the areas that have high comfortable enough to be able to set the slides aside.
impact to both the company as well as its critical Talk to your executives. Have documents available
stakeholders, such as customers and the general pub- to support your ideas, but don’t rely on them or you
lic. Usually, those matrixes are even published right will lose the audience. A well-written and positioned
along with the sustainability reports. executive summary is also very helpful, and remem-
ber to always put your ask first. What do you want to
You also have to analyze a cost certification, not accomplish? You don’t put that at the very end.
only consulting costs but what is needed to ramp
up the system to meet certification. That’s probably PSJ: They have to know from the second you walk
the biggest area of concern. I cannot overemphasize in the room what you’re asking for.
the need to support ideas with research and facts. Alexi: Exactly. When you’re talking to executives, you
Conduct adequate research to ensure that you have want to try to create a personal relationship. You’re
enough raw facts and information to back your case demonstrating that this case for certification will
for certification. This ensures that the case will be really help them implement their agenda.
persuasive, and it increases your chance of being
heard. Also, be aware of deadlines or trending topics The key to gaining respect to speak authoritatively
that could either impede or help your business case. about your subject is to be prepared with hard data
Are there budgeting cycles? Is there a long-term and metrics. If you have done your due diligence
planning session? Is the company undergoing a and involved your stakeholders, you have validation
transformation effort where you may have to consid- that those metrics are actually valid. And hopefully
er whether there is a better time to make your case? they have even heard something from their teams to
support the idea.
PSJ: What questions should safety professionals
be prepared to answer when presenting this case This might depend on the organization’s size or
to executives? what work will be needed to achieve certification,
Alexi: After compiling the information, the next but when you’re pitching a big project, it is advan-
challenge is culling that to the important points tageous to suggest a pilot program on a smaller
because when presenting to executives, clarity and scale to quantify preliminary results and benefits.
brevity are key. Try to bring critical points down to For instance, for a large corporation or division
two or three slides with five bullets each. If you can’t with many sites, you may want to start with one to
get to the point quickly, you can’t get their attention. have proof of concept and build from that success.
What’s the solution? What’s the opportunity? Show Sometimes, ideas that are tried on a smaller scale
them the way. You have to present the value of what are more likely to be adopted. This might even help
with your phasing as you’re making the presenta-
tion. If ISO certification requires a large up-front
investment—again, because you’ve done your due
diligence in looking at the current system, and
there is significant effort and coordination among
different teams and executives—they might have
some concerns about all of the risks and the hur-
dles involved to accomplish it. Implementing and
certifying an effective safety and health manage-
ment system to ISO 45001 affects so many different
departments. By understanding the scope and
clearly articulating the cost and benefits, you can
present this ask in an informed manner.

My last piece of advice is, you have to test and
practice your pitch with your stakeholders first and
be open to their feedback. PSJ

66 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

CHECKPOINTS

ROAD HAZARD AHEAD

By William McCaffrey

According to National Highway Traffic Safety Administration (2003), auto accidents are the number one cause of fatal
workplace incidents and cost employers more than $60 billion every year. Nearly every company has employees who
drive to conduct company business, yet many overlook this vital element of a safety and health program.

WELCOMIA/ISTOCK/GETTY IMAGES PLUS Companies with large fleets of train its drivers on the hazards of cell driver monitoring systems, discipline or
commercial vehicles are well aware of the phone use while driving. prohibiting certain employees from driv-
potential liabilities of having drivers on ing for business purposes.
the road. However, many employers are Domino’s lost a $32 million lawsuit
not aware that the same liability may ex- when a delivery driver using his personal •Provide driver training for anyone
tend to companies with employees who vehicle struck and killed another driver. driving on company business. Training
only drive intermittently, and even those The tires on the driver’s car were badly should include safe driving habits such as
who use their own personal vehicles to worn. Domino’s had a written policy that speed and following distance, defensive
conduct company business. Employees delivery vehicles were to be inspected driving techniques, inclement weather,
who drive on company business can regularly. The jury found that Domino’s seat belt use and distracted driving.
present a much greater risk than most of did not enforce its own policies and pro- Training should also cover what to do
the workplace and jobsite hazards safety cedures, and was liable for the incident. following a vehicle incident and report-
professionals typically focus on. ing requirements. Refresher training
For most companies, a single negligent should be provided at regular intervals,
The legal concept of negligent en- entrustment claim could be devastating, and also for drivers with violations or
trustment holds employers liable for especially considering that punitive dam- those involved in incidents.
the actions of employees who they have ages may not be covered by insurance.
entrusted to operate company vehicles, How can a company protect itself from Employees who use a personal vehi-
including personal vehicles used for com- negligent entrustment claims? Every cle for business are expected to follow
pany business. Negligent entrustment company, no matter how big or small, all the same policies and procedures
claims can arise when an unlicensed, should take the following steps before as those driving a company-owned
reckless or incompetent driver is in- putting drivers on the road: vehicle, including an MVR check and
volved in an incident while on company training. Additionally, employees
business. Imagine asking a 16-year-old •Develop and consistently enforce a should provide proof of insurance with
summer worker to drive the warehouse formal driver safety policy. A driver safe- adequate limits. Companies may also
box truck because the normal driver is ty policy should clearly state who is an want to consider which vehicles may or
on vacation. After the worker has an in- authorized driver (i.e., experience, age, may not be used for company business,
cident resulting in damages, s/he is cited training) and cover driver requirements, such as motorcycles.
for speeding, texting and running a red vehicle requirements, training, incident
light. Then you discover that s/he has reporting and driver management. The One final nudge to tighten up a driver
previously had his/her license revoked policy should specifically address cell safety policy: Almost every new vehicle
for multiple speeding tickets. Get out phone use and other distracted driving. built since 2014 has an event data record-
your checkbook: this is a textbook exam- Companies that permit (or worse, ex- er, or black box. The black box tracks
ple of negligent entrustment. Employer pect) drivers to conduct business on cell speed, braking, acceleration, seat belt use
negligence is not always so flagrant; fol- phones are asking for trouble. Seat belt and other data points, and records them
lowing are some real-life examples. use, drug and alcohol use, and speeding in the event of a collision. Insurance
and aggressive driving are among some companies, law enforcement and plain-
Xerox lost a $5 million lawsuit involv- of the other policies that should be cov- tiffs’ attorneys will be interested in that
ing a driver in a driving under the influ- ered. There should also be a process for black box data following a serious inci-
ence fatality. The company never checked employees to acknowledge that they have dent. Ensure that the company’s driver
the employee’s driving record, which been made aware of the policies. safety policy is current. A comprehensive
showed two previous driving under the driver safety policy will not only provide
influence convictions. •Run motor vehicle record (MVR) a defensible position against claims, it
checks on all drivers at least once per can also help prevent incidents and inju-
Coca-Cola lost a $21 million lawsuit year and make job offers for drivers ries in the first place. PSJ
after one of its drivers caused an incident contingent on an acceptable MVR. Com-
while on a business call using a hands- panies should develop a point system References
free cell phone. The plaintiff’s attorney to score MVRs (not all states use the
made the argument that Coca-Cola’s cell same point system for violations). Have National Highway Traffic Safety Adminis-
phone policy was vague and ambiguous, a consistent policy for employees with tration (NHTSA). (2003). Economic burden
and the company did not adequately violations, which may include retraining, of traffic crashes on employers [Report]. Re-
more frequent MVR checks, onboard trieved from https://mcs.nhtsa.gov/index.cfm
?fuseaction=product.display&product_D=414

Originally published by NIA. Copyright 2019. Re- William McCaffrey, CSP, is corporate safety director for Irex Contracting Group (www.irexcon
printed with permission from Insulation Outlook tracting.com) with more than 20 years’ construction safety experience. He has worked for general,
magazine, a publication of the National Insula- mechanical, electrical and specialty contracting firms in the industrial and commercial construction
tion Association (www.insulation.org). markets. McCaffrey is chair of National Insulation Association’s Health and Safety Committee. He is a
professional member of ASSP’s Central Pennsylvania Chapter.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 67

PRODUCT PULSE

Protective Helmet Steel-Toe Boot

Petzl has updated its VERTEX line Twisted X’s WLCS003 steel-toe
of helmets with new features. work boot is designed for work-
To enhance comfort, helmet places that require toe protection.
is designed with a six-point
suspension system that Oil- and slip-resistant molded
conforms to the shape of rubber outsole provides durabil-
wearer’s head. Webbing ity and traction. Air-mesh-lined
suspension maximizes shaft improves breathability and
breathability while ensuring
separation between wearer’s moisture wicking, while height
head and external shell in the of boot provides ankle coverage.
event of impact. New features Lightweight midsole reportedly
include adjustment system to improves comfort while
allow quick sizing and centering on double-stitched storm
the head, and folding headband for welt provides a seal
against the elements.
easy storage and transport. w w w.t w i ste d x .c om
www.petzl.com

Firefighter Scissor Lift
Safety
Presto ECOA Lifts’ CLT Series compact
MSA’s LUNAR technology scissor lift is designed for work in assem-
is designed to protect fire- bly, repair, inspection, manufacturing, repair
fighters responding to a fire
or other hazard using inter- and warehouse settings. Lift utilizes a dou-
connected devices. Handheld ble-scissor mechanism that allows for a collapsed
device allows firefighters to
find each other using dis- height of 8.5 in. while providing raised heights of
tance and direction data. up to 56.5 in. Product features cylinders with inter-
Product provides safety offi-
cers or incident commanders nal stops, a lifetime self-lubricating system, com-
with a bird’s-eye view of all posite bearings and safety-restraint maintenance
devices on scene using GPS
location. Motion-detecting, bars to protect worker during repairs.
man-down alarm provides www.prestolifts.com
information about workers in
need. Product features 3.5-in. Gas Detector
high-resolution display that
shows a thermal image of Bacharach’s MGS-400 gas detector is designed to
others on scene. monitor gas leaks in industrial settings. With an
www.msasafety.com app, worker can use, commission and maintain
a gas detection system that can recognize gases
such as CO2, butane, CH4, CO, ethylene, meth-

ane and propane. Temperature compensated
measurements mitigate false alarms and optimize
accuracy in refrigeration applications. Precalibrated
sensor modules do not require calibration gas and

system does not require specialty tools.
w w w.my bac ha r ac h .c om

Fleet Safety

Scraper Systems’ Fleet Plow is designed to reduce risk to
workers and motorists by dislodging snow and ice from
roofs of fleet truck trailers. Plow passes over truck trailers,
removing more than 2 ft of snow from trailer, reducing the
risk of injury to workers during manual snow removal. Plow
sits over a facility’s entrance and exit, and can be lowered or
raised to clear trailers entering or leaving the facility.
www.scrapersystems.com

Publication of this material does not imply testing, review or endorsement
by ASSP. To submit a product for this section, send an e-mail to professional
[email protected]. Be sure to include product and contact information, along
with a high-resolution product photo.

68 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

Storage Cabinet Safety Eyewear

Crescent JOBOX flammable storage cabinet Pyramex’s Sitecore safety eyewear is
from Apex Tool Group secures flammable designed to protect eyes in industrial
settings where particles, flying objects
liquids and protects them from fire. Cabinet and debris might cause injury or irrita-
features a three-point lock system to restrict ac- tion. Designed for indoor or outdoor use,
cess and prevent theft. The 1.75-in.-thick doors hard-coated polycarbonate lens features
UV protection and antifog coating. Ac-
and 18-gauge double wall provide insulation. cording to manufacturer, lightweight
Staked and welded hinges are designed from polycarbonate offers strength, durability
14-gauge steel and feature a ¼-in. steel pin so
and comfort to wearers.
door cannot be driven or pried open. www.pyramexsafety.com
www.crescenttool.com

Surface Traction Warning Signal

Traction Up’s slip-resistant topical E2S Warning Signals has expanded its D1x
coating is designed to reduce the family of explosion-proof beacons. The D1xB2
potential for slips on wet surfaces by
applying millions of nanosized spikes warning signal features xenon or LED light
to surface. Coating is reportedly bio- source. Strobe has four flash rate options and is
degradable, noncaustic, pH neutral reportedly suitable for private mode fire alarm
and safe to use on food area floors.
Spray-on coating applies easily to sur- use. Lens filter is protected by stainless-steel
face and is suited for environments guard, and is available in several colors.
that present slipping hazards such as www.e2s.com
poolside, marble steps and hospitals.

w w w.t r ac t ionup.c om

Noise Control

The Optimus Green sound level meter from Cirrus Research
captures basic noise data and measures environmental noise to
protect workers against high levels of noise exposure. Meter can
reportedly be used for occupational noise surveys and records
the maximum sound level to help professionals identify noise
hot spots in the workplace. Product can be used as a handheld
meter or as a long-term outdoor monitoring solution and re-
cords noise at tenth-of-a-second intervals for quick analysis.
Large buttons and bright screen allow for operation by many
workers with minimal training, according to manufacturer.
www.cirrusresearch.co.uk

Defibrillator Security System

Stryker introduces the LIFEPAK CR2 defibrillator, The Wi-Fi-enabled floodlight securi-
designed to help rescuers deliver high quality CPR ty system from Swann is designed to
and to provide the fastest first shock when defibrilla-
tion is needed. System allows chest compressions to prevent crime and keep homes and
continue during ECG analysis, which reportedly helps businesses safe from intruders. The sys-
to increase the hands-on time and reduce the longest tem’s high-definition security camera is
pauses in CPR to improve survival outcomes. Child
mode reduces defibrillation energy for pediatric pa- equipped with heat- and motion-sens-
ing technology that when triggered
tients, while optional bilingual feature allows rescuer
to toggle to a second preset language. Self-monitor- switches on two LED floodlights, a loud
ing device connects to the LIFELINK central AED warning siren, video recording, two-
program manager to allow an organization’s AED
way audio and sends alerts to a mobile
manager to remotely monitor and manage issues device. User can customize brightness,
such as low battery or expired electrodes, helping to
ensure device readiness when needed. audio volume and siren, and can turn
www.strykeremergencycare.com the system on and off from anywhere.

www.swann.com

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 69

CONTINUING EDUCATION

DENISTANGNEYJR/ISTOCK/GETTY IMAGES PLUS Baltimore, MD

December 3-5
COSHCON 2019: National Conference on Worker Safety & Health
With the goal of empowering workers, making the workplace safer and reducing the
toll of on-the-job injuries, illnesses and fatalities, this conference features more than
40 workshops and panels, an exposition, a poster contest, and keynote speakers. This
event draws professionals from areas such as academics, government, public health,
legal and OSH.
National Council for Occupational Safety and Health; (857) 997-0673; http://nat
ionalcosh.org/coshcon2019

NOVEMBER 2019 San Luis Obispo, CA Portland, OR
North Branford, CT 12/2-12/4: Principles of Ergonomics. 12/5: Introduction to Evacuation and
OSHA Training Center Chabot-Las Pos- Emergency Planning. Northwest Center
11/20: Hazardous Materials Technician. itas Community College District; (866) for Occupational Health and Safety; (800)
Field Safety Corp.; (203) 483-6003; www 936-6742; www.osha4you.com. 326-7568; http://nwcenter.washington.edu.
.fieldsafety.com.

Chicago, IL Webinar Franklin, PA
11/20: Automation Fair. Rockwell Auto- 12/3: Estimating the Financial Impact 12/6: Confined Space Rescue. Honeywell
mation; (440) 646-3434; www.rockwell of Ergonomics. Humantech; (734) 663- Safety Training; (855) 565-6722; www
automation.com. 6707; www.humantech.com. .millerfallprotection.com.

Webinar Philadelphia, PA St. Louis, MO
11/20: Practical Steps to Investigate Fire and 12/3: Hazardous Waste Management. 12/6: Lead Worker Refresher. OSHA
Explosion Incidents. DEKRA; www.dekra.us. Environmental Resource Center; (800) Training Institute Midwest Education
537-2372; www.ercweb.com. Center; (800) 464-6874; http://ceet.slu
Webinar .edu.
11/21: Safety Leadership. DuPont Safety Schaumburg, IL
Resources; (800) 532-7233; www.safety 12/3: Audiometric Testing. Acoustic As- Tampa, FL
.dupont.com. sociates; (847) 359-1068; www.acoustic 12/6: Qualified Rigger Level 1 Train-the-
associates.com. Trainer. Crane Tech; (800) 290-0007;
Charlotte, NC www.cranetech.com.
11/21-11/22: North Carolina Safety Con- Online
ference. North Carolina Safety Congress; 12/3-12/5: Cause Mapping Root-Cause Lakewood, CO
(704) 527-8400; www.safetync.org/safety Analysis. ThinkReliability; (281) 412- 12/6: Hazardous Waste Site Safety: 8-Hour
congress.htm. 7766; www.thinkreliability.com. HazWOPER Refresher. OSHA Training
Institute Rocky Mountain Education Cen-
Tampa, FL Emmitsburg, MD ter; (800) 933-8394; www.rmecosha.com.
11/25-11/27: Rigging Gear and Sling 12/4: Science of Disaster. Emergency
Inspector. Crane Tech; (800) 290-0007; Management Institute; (301) 447-1000; Park Ridge, IL
www.cranetech.com. http://training.fema.gov/emiweb.
•12/8-12/14 Math Review, CSP and ASP
DECEMBER 2019 Murray, KY
Huntsville, AL 12/5: 8-Hour Electrical Safety With Exam Preparation. ASSP; (847) 699-2929;
12/2-12/3: Risk Management for Safety NFPA 70E. Safety Training and Environ- www.assp.org.
Engineers. A-P-T Research Inc.; (256) mental Protection; (270) 753-6529; www
327-3373; www.apt-research.com. .stepky.com. Houston, TX
12/9-12/10: Managing Safety Per-
Rockford, IL Raleigh, NC formance: Tools for Supervisors and
12/2-12/3: OSHA 10-Hour General In- 12/5: 8-Hour HazWOPER. Southeastern Managers. Balmert Consulting; (281)
dustry. Rockford Systems Inc.; (800) 922- OSHA Training Institute Education Cen- 359-7234; www.balmert.com.
7533; www.rockfordsystems.com. ter; (800) 227-0264; www.ies.ncsu.edu/
otieducationcenter. Charlotte, NC
Events during November, December & 12/9-12/10: SafetyFirst: Habits of Excel-
January Portland, OR lence. EnPro Industries; (704) 731-1459;
12/5: Introduction to Incident Investigation. https://safety-culture-training.com.
Send event announcements to professionalsafety OSHA Training Institute Pacific Northwest
@assp.org. Education Center; (800) 326-7568; http:// Dallas, TX
depts.washington.edu/ehce/OSHA. 12/9-12/10: NFPA 70E 2018 Electrical
• Current month advertiser Safety. AVO Training; (877) 594-3156;
• ASSP community www.avotraining.com.

70 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org

Waipahu, HI League City, TX Everett, WA
12/9-12/12: Fall Protection. OSHA Train- 1/10: Flagger Certification. Evergreen
ing Institute Education Center UC San •12/13 Basic Competent Person In- Safety Council; (800) 521-0778; www.esc
Diego Extension; (800) 358-9206; http:// .org.
osha.ucsd.edu. spection. Scaffold Training Institute;
(281) 332-1613; www.scaffoldtraining Hillside, IL
Edmonton, Alberta .com. 1/10: Noise in the Construction Industry.
12/10: Fall Protection Qualified Per- Construction Safety Council; (800) 552-
son. Honeywell Safety Training; (855) Hillside, IL 7744; www.buildsafe.org.
565-6722; www.millerfallprotection 12/13: Introduction to Incident Investiga-
.com. tion. Construction Safety Council; (800) Park Ridge, IL
552-7744; www.buildsafe.org.
Irmo, SC •1/12-1/18 Math Review, CSP and ASP
12/10: Introduction to Incident Inves- Kirkland, WA
tigation. Southeastern OSHA Training 12/16: Forklift Instructor Certification. Exam Preparation. ASSP; (847) 699-2929;
Institute Education Center; (800) 227- Evergreen Safety Council; (800) 521- www.assp.org.
0264; www.ies.ncsu.edu/otieducation 0778; www.esc.org.
center. Online
Tucson, AZ 1/14-3/10: CIH Review. Bowen EHS Inc.;
Emmitsburg, MD 12/17-12/20: 30-Hour OSHA Construc- (866) 264-5852; www.bowenehs.com.
12/10-12/11: Fundamentals of Emergency tion. ETC Compliance Solutions; (602)
Management. Emergency Management 923-9673; www.e-t-c.com. Louisville, KY
Institute; (301) 447-1000; http://training 1/16: Arc-Flash Safety for Utilities.
.fema.gov/emiweb. St. Paul, MN e-Hazard; (502) 498-7978; www.e-haz
12/17-12/20: OSH Standards for the Con- ard.com.
Smyrna, GA struction Industry. National Safety Edu-
12/10-12/12: 24-Hour HazMat Techni- cation Center; (815) 753-6902; www.nsec San Bernardino, CA
cian. Georgia Tech OSHA Training In- .niu.edu/nsec. 1/23-1/24: CEAS Ergonomics Assessment
stitute Education Center; (404) 894-2000; Certification. The Back School; (800) 783-
https://pe.gatech.edu/subjects/occupation San Diego, CA 7536; www.thebackschool.net.
al-safety-health. 12/17-12/20: Environmental Boot Camp.
Aarcher Institute of Environmental Wesley Chapel, FL
Charlotte, NC Training; (410) 897-0037; www.aarcher 1/27-1/30: OSH Standards for General
12/11: Safety Culture Development Plan- institute.com. Industry Trainer. OSHA Training Insti-
ning. EnPro Industries; (704) 731-1459; tute University of South Florida Educa-
https://safety-culture-training.com. Longwood, FL tion Center; (813) 994-1195; www.usfoti
12/20: Temporary Traffic Control Re- center.org.
Online fresher. Safety Links Inc.; (800) 768-7036;
12/11: Mitigating Dust Hazards. Lewel- www.safetylinks.net. Online
lyn Technology; (800) 242-6673; www 1/27-4/17: Wind Engineering for Build-
.lewellyn.com. Houston, TX ings. American Society of Civil Engi-
12/26: Qualified Signal Person. North neers; (619) 239-2400; www.asce.org.
Woolwich, ME American Crane Bureau; (800) 654-5640;
12/11-12/13: Cranes in Construction. www.cranesafe.com. Annapolis, MD
OSHA Training Institute Education Cen- 1/28-1/29: Emergency Planning and
ter, Keene State College; (603) 645-0080; JANUARY 2020 Community Right-to-Know Act Plan-
http://oshaedne.com. Cincinnati, OH ning and Reporting Manager. Aarcher
1/7-1/8: OSHA Industry Safety Basics. Institute of Environmental Training;
Orlando, FL Ohio Bureau of Workers’ Compensation, (410) 897-0037; www.aarcherinstitute
12/11-12/13: Forklift Operator Train-the- Division of Safety and Hygiene; (800) .com.
Trainer. North American Crane Bureau; 644-6838; www.bwc.ohio.gov/employer/
(800) 654-5640; www.cranesafe.com. programs/safety. Savannah, GA
1/28-1/31: OSH Standards for General
North Charleston, SC Mesquite, TX Industry. Georgia Tech OSHA Training
12/11-12/13: SCDOT Advanced Work 1/9: Introduction to Safety and Health Institute Education Center; (404) 894-
Zone Traffic Control Supervisor. Caroli- Management. Texas A&M Engineering 2000; https://pe.gatech.edu/subjects/
nas AGC; (704) 372-1450; www.cagc.org. Extension Service; (800) 723-3811; www occupational-safety-health.
.teex.org/prt.
Knoxville, TN Birmingham, AL
12/13: Advanced Process Hazard Analysis Baltimore, MD 1/29-1/31: Audiometric Testing and
Leader. ABS Consulting; (800) 769-1199; 1/10: Silica Competent Person Train- Hearing Conservation. The Deep
www.absconsulting.com/training. the-Trainer. Chesapeake Region Safety South Center for Occupational Health
Council; (800) 875-4770; www.chesa and Safety; (205) 934-7178; www.uab
peakesc.org. .edu/dsc.

assp.org NOVEMBER 2019 PROFESSIONAL SAFETY PSJ 71

BY THE WAY

Dance Until You Drop

In 1923, New York dance instructor Alma Cummings started

the craze of marathon dancing by waltzing for 27 hours straight,

exhausting six different partners. Within 3 weeks, her record

was broken nine times across the U.S. Dance marathons became

LIBRARY OF CONGRESS a competition in which part- NOT THE
ners would test their stamina WAY
and ability to stay awake
while providing entertain- Here we go
ment to onlookers. Contests agrain
of the 1920s required dancers
to be in constant motion, Submitted by
but partners were given 15
minutes each hour to rest, Doug Stevens,

Skokie, IL

during which nurses rubbed Safety is serious business. But unsafe practices still occur and we hope
contestants' feet and provided these “Not the Way” images help you recognize and eliminate more
medical attention. Food was
hazards in the workplaces you influence.

provided many

times daily, and contestants ate, bathed and shaved Critter Slumber
all while dancing. Some competitions allowed one
partner to sleep if supported by the other. After the The average amount of sleep that these creatures get might put you in
stock market crashed in October 1929, dance mara-
thons became more popular than ever. Contestants the mood to hibernate:
battled for cash prizes, appreciating the provided
meals and housing. In 1932, Callum deVillier and Squirrels: 14.9 hours a day North American opossums:
Vonnie Kuchinski danced from December until
June, with rest time cut from 15 minutes to 3 min- Cats: 15 hours a day 18 hours a day
utes per hour for the last 2 weeks of the contest.
Fighting the need to sleep, the final 52 hours of the Human babies: 16 hours a day Brown bats: 19.9 hours a day

Sloths: 20 hours a day

Koalas: 22 hours a day

Snails: can sleep from a few

hours to 3 years at a time

marathon were danced nonstop and on June 3, 1933,

DeVillier and Kuchinski took home a $1,000 prize. LOPURICE/ISTOCK/GETTY IMAGES PLUS

It is a common MCFADDEN PUBLICATIONS INC. Second Shift
experience that a STEPHANIEFREY/ISTOCK/GETTY IMAGES PLUS
problem difficult Do you often spend an hour awake at
at night is resolved night, reading or watching TV? According
in the morning af- to Virginia Tech historian Roger Ekirch,
you’re just experiencing an engrained
ter the commit- pattern of sleep stemming from the 15th
tee of sleep has worked on it. to 17th century. Ekirch’s research shows
that humans used to sleep in a segment-
John Steinbeck ed sleep pattern. They would go to sleep
about 2 hours after dusk, followed by a
Alarming Alternative If you have a photo, cartoon, joke or
interesting safety item you’d like 2-hour time segment awake. During
Before alarm clocks were invented, factories em- this waking period, people would
ployed people called knocker uppers to knock on to submit for publication on this page, smoke tobacco, visit neighbors,
workers' doors to wake them up on time. Workers send your contribution to interpret dreams, read, chop
would wake up and reply to the knocker upper with wood, sew, write or pray.
their own knock in reply. These knocker uppers [email protected]. Then, they would go back
were night owls and slept during the day instead, Submissions will not be returned. to sleep and wake at dawn.
waking up in the early afternoon in preparation According to Ekirch, this
for the night of work ahead. After this career was Please include original pattern of sleep increased
well established, the knocker uppers were subject photographer’s name. people's likelihood of re-
to many complaints from neighbors of the factory membering dreams, explain-
workers who did not want to be woken up. The solu- ing the popularity of dream
tion was for knocker uppers to use a long stick to tap interpretation during this time.
on the windows of the factory workers, loud enough
to wake those in the room, but quiet enough to not
disturb slumbering neighbors. Other solutions in-
cluded soft hammers, rattles and peashooters.

72 PSJ PROFESSIONAL SAFETY NOVEMBER 2019 assp.org



I AM A SAFETY
PROFESSIONAL

“Being a safety professional
means listening to employees,
being compassionate and
humble, and providing the
tools and resources to make
their jobs easier.”

AMY TIMMERMAN, CSP, CHES
President | AT Safety Inc.

ASSP.ORG