ACCIDENTS!
(A Seminar Designed To Help Supervisors
Prevent and Investigate Accidents)
Part I: Why vs. How
During the first part, we dissect WHY accidents happen;
not HOW. WHY is more personal. WHY gets to the root of the matter.
We often hear about HOW people get hurt and killed in accidents.
We don’t nearly as often hear about WHY it happened. Was the
person daydreaming when they fell? Why? Are they having problems
at home? Were they tired or sick? These are the type of WHYs that
are too often ignored or overlooked; yet they are regularly the
true culprit behind accidents. So what can a supervisor do about
it. The first step is to learn how to recognize accident behaviors.
That’s what we do in this section—learn how to recognize
"accident behavior" and reduce some of the factors that
cause them.
- Getting To The Root of the Problem
- The Nature of Human Performance
- Five Danger Signals That a Job Has Become Too Important
- Recognizing and Preventing a Performance Overload
- Misconceptions About Risks That Most People Believe
- How to Reduce Behavioral Factors That Cause Accidents
Part II: External Causes
Study after study has shown that human behavior is
the leading cause of accidents. Does that mean it’s almost
always our imperfection that causes error? Yes. But often there
are external contributing factors that encourage mistakes. Reduce
these factors and you’ll also reduce accidents. During this
part,we’ll review some common situations and environmental
factors that promote human error. Then, more importantly, we’ll
discuss ways to remove them or at least reduce their impact.
- Situations Which Promote Human Error
- Environmental Factors
- When Machines, Tools and Parts Are The Problem
- How to Recognize-And Stop Risky Situations
Part III: Let’s Say There’s an Accident
Let’s say one of your crew members caused it.
Then, to add a little excitement, let’s say the accident ruined
a very expensive piece of equipment. How do you feel? Like having
a good lynching? Too often accidents are just statistics and painful
experiences. However, they can be helpful. Not that you want one
but once an accident occurs it’s important for a supervisor
or manager to get the most benefit from it. That’s what we’ll
delve into during Part IV—ways to get the most benefit from
an accident.
- Avoiding the Eight Reasons Why Accident Investigations Fail
- What Should You Find Out?
- How To Get People To Confess To Near Hits
- Making Accidents Work For You
Part IV: What’s A Leader To Do?
Effective leaders must be able to influence behavior.
Solid communication is one of the cornerstones to reaching people.
No matter how much a person knows about accident behavior or what
is causing errors, if the leader can’t get people to pay attention
to his message, he or she won’t be effective in influencing
others. This section includes several practical ways to make sure
your "safety" messages have an impact. Attendees will
also learn how to avoid common communication mistakes that can cause
confusion and accidents (such as misunderstood instructions during
a pre-job briefing).
Everyone will also learn common and innovative ways
to keep their safety messages interesting.
Conclusion:
We’ll round out the session with these topics:
Keeping "Safety" On Your Mind; Making a Daily Plan, and
Practical Ways To Promote Your Program. Attendees will also get
a chance to put together an action plan that will help them reduce
accidents on and off the job.
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