Author: Phillip Ragain

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The Human Error Trap

The agitation of the managers sitting in the meeting room is palpable. The safety director sits stiffly at the conference table. Everyone is overwhelmed by a hurricane of thoughts. “We did everything we could, right?” Conjectures whirl. Voices surge. “We’ve spent the last three years installing a safety management system to keep this sort of thing from happening. It was textbook!” These leaders wonder to themselves, “Did I do something that led to this?” But soul-searching eventually gives way to frustration as a voice stands out in the room: “What were they...

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Assimilating Short-Service Employees Into Your Safety Culture

Culture is one of the most significant drivers of an organization’s safety performance. It can take time to build a safety culture, and it also takes time for employees to assimilate into an existing culture after beginning work for an organization. This poses a serious challenge for organizations that regularly scale to meet project demands. An influx of short-service employees (SSEs) often coincides with an increase in incidents. While there are a number of reasons for this – such as poor hazard recognition – one significant reason is that SSEs have not yet assimilated into the existing culture’s...

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Shifting Your Organizational Safety Culture

In one way or another, culture helps to shape nearly everything that happens within an organization, from shortcuts taken by shift workers to budget cuts made by managers. As important as it is, though, it can seem equally as confusing and hard to control. Culture appears to emerge as an unexpected byproduct of organizational minutiae: A brief comment made by a manager, misinterpreted by direct reports, propagated during water cooler conversations and compounded with otherwise unrelated management decisions to downsize, outsource, reassign, promote, terminate and so on. Culture can either grow...

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The Safety Side Effect: How Good Supervisors Coincidentally Improve Safety

Why do those supervisors whose employees are the most engaged, productive and efficient also seem to elicit the best safety performance? Without having to climb atop their safety soapboxes, boisterously wave the banner of safety or plaster every surface with “Safety First” stickers, their style of leadership coincidentally generates safer performance. It is a side effect of the way that good leaders facilitate and focus the efforts of their subordinate employees. But what, specifically, produces this side effect? As it turns out, supervisors who lead in a certain way create a climate in which...

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Understanding and Influencing the ‘Bulletproof’ Employee

Some employees are regrettably willing to take risks, as though they believe that they cannot be injured. This is the challenge of the “bulletproof” employee. To influence these kinds of employees, we first need to understand why they take the risks that they do, and our approach to understanding these employees, as it turns out, is where the challenge starts. By breaking a handful of old habits and adopting a more useful model for understanding others’ decisions and actions, we can become better equipped to tackle this challenge head-on and positively influence these employees. Dealing...

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