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Incident Prevention Magazine

David Bowman

Do Your Employees Know When It’s Time to Stop?

Have you ever reflected on the moment when an accident or injury occurred? During that period of reflection, did you think about the decisions you made that may have played a part in the incident? A common thread I have discovered among many incidents is that we sometimes make the choice to proceed with a certain step in a process or activity despite the fact that we are unsure of exactly how to safely and correctly do so.

In retrospect, we know the step is one that we obviously should not have taken. It’s that simple. Instead of moving forward, we should have stopped and asked, am I really sure about what I am about to do? Do I fully understand what is going to happen when I perform this step?

Far too often, we find ourselves in a place of uncertainty and talk ourselves into going ahead with an action. Based on various root cause evaluations I have reviewed over the past several years, it has become more evident that we are creatures of habit who want to accomplish our tasks without failure. It has also become clear that many organizations have not provided enough resources to thwart this and related issues. The root cause of an incident is found to be human error and we leave it at that. But what about organizational weaknesses, such as failing to identify the need for more specific guidance or to provide stop-work criteria?

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David Bowman

Human Performance and a Rat Trap

The rat trap is a fantastic combination of simplicity and efficiency. There isn’t much to it – just a wood pallet, a coiled spring, a latch and a bar – but the results are impressive. The rat trap we know today was originally patented in 1897 and has remained largely unchanged for more than a century for one reason: it works. However, the device comes with its own set of hazards for humans. The kinetic energy stored in the coiled spring is indiscriminate and comes at you in fewer than 0.004 seconds. Despite this fact, it’s easy to become complacent when handling a rat trap. The original patent called it the “Little Nipper,” which sounds almost harmless. In fact, the term “rat trap” is a little misleading since the intent is not to trap rats, but rather to kill them (I guess the name “Rat Spine Snapper” didn’t poll well with focus groups in the 1890s). The rat trap has a job to do, and it does it well, but not without risks. This is also true of many of the jobs utility safety professionals engage in every day; we do our best to execute them well, but they have their risks.

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Recent comment in this post
Guest — Samuel Clemons
Amazing. Hard to believe one person could write such a great article. Well done sir.
Wednesday, 19 August 2015 14:05
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David Bowman

Culture Eats Programs for Breakfast

I was part of a recent training session during which a gentleman from a petroleum refinery made the following statement: “Our culture will eat any program you have for breakfast.” That was such a spot-on comment.

If we believe that one more program is going to fix our organizational safety and efficiency problems, we might be sadly mistaken. We waste far too much time and money on programs to correct specific problems rather than looking more broadly at culture and behavior.

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Recent Comments
Guest — Jack R. Bennett
Awesome article David! You hit the nail on the head when it comes to changing Culture!!!!
Wednesday, 22 October 2014 11:04
Guest — Mark R,. Callender
Enjoyed the article David, you nailed it!
Wednesday, 22 October 2014 14:03
Guest — Scott Fortner
It truly does come down to culture and how to influence it for positive change!
Thursday, 23 October 2014 10:44
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