This document provides an overview of behavior-based interventions for safety programs. It discusses intervening with activators to specify behaviors, maintain salience through novelty, vary messages, and involve audiences. It also covers intervening with consequences by managing intrinsic/extrinsic rewards and punishments. Intervening with behavior change agents like coaching is described, emphasizing care, observation, communication, and help. Finally, intervening with supportive conversations to cultivate a positive safety culture is addressed.
The presentation would help understand the science behind Incentives covering the various aspects of it with giving a brief idea on creating an effective incentives plan
Operational Leadership and Critical Risk Managementmyosh team
Presented by Mark Cooper, Principal Consultant, Sentis
Whats covered?
High hazard activities rely on rules, procedures and standards to specify ‘safe operation’. While these standards are usually written by experts, they may not universally apply to every situation or operational context. A recent review of over 160 serious incidents across multiple industry sectors, identified that 49% of control failures involved intentional ‘workarounds’. This is not to suggest that workers are defiantly flouting rules or expectations. In fact, often workaround behaviours can be linked back to operational leadership and organisational factors.
Operational leaders set the tone and help shape the environment within which critical controls are managed. They act as role models, define what’s expected and influence behaviours and attitudes through their actions and words. In this webinar we’ll target the role of leadership in critical control management processes.
In this webinar, Sentis Principal Consultant Mark Cooper will explore:
• The psychology of risk, risk taking and risk management
• Strategies for leaders to promote, influence and reinforce the importance of critical control management
• The benefits of examining the ways your work is affected by latent operational and corporate influences.
Event Management System Vb Net Project Report.pdfKamal Acharya
In present era, the scopes of information technology growing with a very fast .We do not see any are untouched from this industry. The scope of information technology has become wider includes: Business and industry. Household Business, Communication, Education, Entertainment, Science, Medicine, Engineering, Distance Learning, Weather Forecasting. Carrier Searching and so on.
My project named “Event Management System” is software that store and maintained all events coordinated in college. It also helpful to print related reports. My project will help to record the events coordinated by faculties with their Name, Event subject, date & details in an efficient & effective ways.
In my system we have to make a system by which a user can record all events coordinated by a particular faculty. In our proposed system some more featured are added which differs it from the existing system such as security.
The presentation would help understand the science behind Incentives covering the various aspects of it with giving a brief idea on creating an effective incentives plan
Operational Leadership and Critical Risk Managementmyosh team
Presented by Mark Cooper, Principal Consultant, Sentis
Whats covered?
High hazard activities rely on rules, procedures and standards to specify ‘safe operation’. While these standards are usually written by experts, they may not universally apply to every situation or operational context. A recent review of over 160 serious incidents across multiple industry sectors, identified that 49% of control failures involved intentional ‘workarounds’. This is not to suggest that workers are defiantly flouting rules or expectations. In fact, often workaround behaviours can be linked back to operational leadership and organisational factors.
Operational leaders set the tone and help shape the environment within which critical controls are managed. They act as role models, define what’s expected and influence behaviours and attitudes through their actions and words. In this webinar we’ll target the role of leadership in critical control management processes.
In this webinar, Sentis Principal Consultant Mark Cooper will explore:
• The psychology of risk, risk taking and risk management
• Strategies for leaders to promote, influence and reinforce the importance of critical control management
• The benefits of examining the ways your work is affected by latent operational and corporate influences.
Event Management System Vb Net Project Report.pdfKamal Acharya
In present era, the scopes of information technology growing with a very fast .We do not see any are untouched from this industry. The scope of information technology has become wider includes: Business and industry. Household Business, Communication, Education, Entertainment, Science, Medicine, Engineering, Distance Learning, Weather Forecasting. Carrier Searching and so on.
My project named “Event Management System” is software that store and maintained all events coordinated in college. It also helpful to print related reports. My project will help to record the events coordinated by faculties with their Name, Event subject, date & details in an efficient & effective ways.
In my system we have to make a system by which a user can record all events coordinated by a particular faculty. In our proposed system some more featured are added which differs it from the existing system such as security.
COLLEGE BUS MANAGEMENT SYSTEM PROJECT REPORT.pdfKamal Acharya
The College Bus Management system is completely developed by Visual Basic .NET Version. The application is connect with most secured database language MS SQL Server. The application is develop by using best combination of front-end and back-end languages. The application is totally design like flat user interface. This flat user interface is more attractive user interface in 2017. The application is gives more important to the system functionality. The application is to manage the student’s details, driver’s details, bus details, bus route details, bus fees details and more. The application has only one unit for admin. The admin can manage the entire application. The admin can login into the application by using username and password of the admin. The application is develop for big and small colleges. It is more user friendly for non-computer person. Even they can easily learn how to manage the application within hours. The application is more secure by the admin. The system will give an effective output for the VB.Net and SQL Server given as input to the system. The compiled java program given as input to the system, after scanning the program will generate different reports. The application generates the report for users. The admin can view and download the report of the data. The application deliver the excel format reports. Because, excel formatted reports is very easy to understand the income and expense of the college bus. This application is mainly develop for windows operating system users. In 2017, 73% of people enterprises are using windows operating system. So the application will easily install for all the windows operating system users. The application-developed size is very low. The application consumes very low space in disk. Therefore, the user can allocate very minimum local disk space for this application.
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Forklift Classes Overview by Intella PartsIntella Parts
Discover the different forklift classes and their specific applications. Learn how to choose the right forklift for your needs to ensure safety, efficiency, and compliance in your operations.
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Quality defects in TMT Bars, Possible causes and Potential Solutions.PrashantGoswami42
Maintaining high-quality standards in the production of TMT bars is crucial for ensuring structural integrity in construction. Addressing common defects through careful monitoring, standardized processes, and advanced technology can significantly improve the quality of TMT bars. Continuous training and adherence to quality control measures will also play a pivotal role in minimizing these defects.
Explore the innovative world of trenchless pipe repair with our comprehensive guide, "The Benefits and Techniques of Trenchless Pipe Repair." This document delves into the modern methods of repairing underground pipes without the need for extensive excavation, highlighting the numerous advantages and the latest techniques used in the industry.
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Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
Automobile Management System Project Report.pdfKamal Acharya
The proposed project is developed to manage the automobile in the automobile dealer company. The main module in this project is login, automobile management, customer management, sales, complaints and reports. The first module is the login. The automobile showroom owner should login to the project for usage. The username and password are verified and if it is correct, next form opens. If the username and password are not correct, it shows the error message.
When a customer search for a automobile, if the automobile is available, they will be taken to a page that shows the details of the automobile including automobile name, automobile ID, quantity, price etc. “Automobile Management System” is useful for maintaining automobiles, customers effectively and hence helps for establishing good relation between customer and automobile organization. It contains various customized modules for effectively maintaining automobiles and stock information accurately and safely.
When the automobile is sold to the customer, stock will be reduced automatically. When a new purchase is made, stock will be increased automatically. While selecting automobiles for sale, the proposed software will automatically check for total number of available stock of that particular item, if the total stock of that particular item is less than 5, software will notify the user to purchase the particular item.
Also when the user tries to sale items which are not in stock, the system will prompt the user that the stock is not enough. Customers of this system can search for a automobile; can purchase a automobile easily by selecting fast. On the other hand the stock of automobiles can be maintained perfectly by the automobile shop manager overcoming the drawbacks of existing system.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
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R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
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It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
2. LESSON OUTCOME
At the end of this section, you should be able to:
• Understand behavior-based intervention
• Differentiate the different type of intervention in safety programme
3. LECTURE OUTLINE
• Intervening with activators
• Intervening with consequences
• Intervening with behaviour change agent
• Intervening with supportive conversation
4. INTRODUCTION
• Intervention refers to an action taken to intentionally become involved in a
difficult situation to improve it or prevent it from getting worse.
• Education and training are the basic elements focusing on human factors and a
powerful tool aiming for employees' behaviour change regarding safety
improvement.
• An intervention is a deliberate process by which change is introduced into
peoples' thoughts, feelings and behaviours.
• Some only a general msg- Safety is a conditioned of employment; some refer to a
specific behavior- Ear Plug Require in This Area,
• Some signs request the occurrence of behavior-Walk, Wear Ear Plugs in This
Area; others want to avoid certain behavior- Don’t Walk, No Smoking Area
• Reminded of a general purpose-Actively Care for a Total Safety Culture, 100%
Safe Behavior is Our Goal This Year
5. Intervening with activators
Safety activators can be
overwhelming and ineffective
Which signs would you
eliminate form the picture?
How would you change certain
sign to increase their impact?
What activators strategies would
you use instead of the signs?
7. Intervening with activators
Principe 2 – maintain salience with novelty
Habituation
- It is natural for activators like sign messages to lose their impact over
time. This process is called habituation, and it is considered by some
psychologists to be the simplest form of learning.
- Through habituation we learn not to respond to an event that occurs
repeatedly
8. Intervening with activators
Principe 2 – maintain salience with novelty
• Figure- illustrates quite clearly
the phenomenon of habituation
and reduced activator salience
with experience.
Some signals we rely on lose impact over time
9. Intervening with activators
Principle 3 – vary the message
• Changeable signs
• Worker-designed safety slogans
• Vary the message
• When activator changes it can be come more salient and noticeable.
• Video screen in break room, lunch rooms, visitor lounges, and hallways that display
many kinds of safety messages.
• Who determine the message??
10. Intervening with activators
Principle 4 – involve target audience
• Promise card- involving people in making a commitment to perform a
particular behavior.
• Written:
• By each individual in a group
• Decide on the duration of the promise period
• Each group member should be encourage
• Assure everybody sign the card is only personal commitment not a
company contract.
• Encourage everybody to sign the card, but not pressure tactics.
• Signers should keep their promise cards in their
possession/ownership, or post them in their work areas as reminders.
11. Intervening with activators
Principle 4 – involve target audience
A promise card activates a behavioral commitment
Some activators imply ownership and increase actively
caring.
14. The power of consequences
• Focus more on the powerful intervention approach- manipulating
consequences.
• Intrinsic vs. extrinsic consequences
• to the nature of the task in which an individual is engaged. Intrinsically motivated tasks, or
behaviors, lead naturally to external consequences that support the behavior (rewarding
feedback) or give information useful for improving the behavior (corrective feedback)
• motivate us to keep trying, sometimes after adjusting our behavior as a result of the natural
feedback directly related, or intrinsic, to the task
• Internal vs. external consequences
15. Intrinsic vs. extrinsic consequences
• The behavioral scientist points to the external
consequences naturally motivating the
fisherman’s behavior.
• These cause him to focus so completely on the
task at hand that he is not aware of his wife’s
mounting anger— or he is ignoring her.
• He may also be unaware that his supply of fish is
creating a potential hazard.
• In a similar way,
• Safety can be compromised because of excessive
motivation for production.
• Rewards intrinsic for production can cause this
motivation.
Some tasks are naturally motivating because of intrinsic consequences
16. • In fact, many safety practices have intrinsic negative
consequences, such as:
• Discomfort
• Inconvenience
• Reduced pace
Naturally will discourage
the occurrence of safety
practice.
Thus, extrinsic supportive consequences like
intermittent praise, recognition, novelties and credit
redeemable for prizes needed= TO SHAPE AND
MOTIVATE BEHAVIOURS.
Intrinsic vs. extrinsic consequences
17. • The student expects an extrinsic
positive consequence for completing
an accurate calculation.
• Do you see a problem here?
• The intrinsic consequence of
completing a task correctly should
be perceived as valuable and
rewarding by the student.
• The student should perceive the
important payoff as getting the right
answer
External rewards can reduce internal motivation
18. Internal vs. external consequences
• The intrinsic and extrinsic consequences discussed so far are external to the individual.
• In other words, they can be observed by another person.
• Behavioral scientists focus on these types of consequences to develop and evaluate motivational
interventions because they can be objective and scientific when dealing with external, observable
aspects of people
• Behavioral scientists, however, do not deny the existence of internal factors that motivate action.
• There is no doubt that we talk to ourselves before and after our behaviors, and this self-talk
influences our performance.
• We often give ourselves internal verbal instructions, called intentions, before performing certain
behaviors.
• After our activities, we often evaluate our performance with internal consequences. In the
process, we might motivate ourselves to press on (with self-commendation) or to stop (with self-
condemnation).
• When it comes to safety and health, internal consequences to support the right behavior are
terribly important
19. Managing consequences for safety
Four behavior-consequence contingencies for motivational intervention
A behavior-consequence contingency is a relationship between a target
behavior to be influenced and a consequence that follows. Safety can
be improved by managing or manipulating four distinct behavior
consequence relationships. Specifically, the probability of injury can be
reduced by
• Increasing positive consequences of safe behavior.
• Decreasing negative consequences of safe behavior.
• Decreasing positive consequences of at-risk behavior.
• Increasing negative consequences of at-risk behavior.
20. The case against negative consequences
• To subdue influences supporting at-risk behavior, it is often tempting to use a
punishment or penalty.
• All that is needed is a policy statement or some type of top-down mandate
specifying a soon, certain, and sizable negative consequence following specific
observable risky behaviors.
• Could this contingency be powerful enough not to override the many natural
positive consequences for taking risks? Yes, behavioral scientists have found
negative consequences can permanently suppress behavior if the punishment is
severe, certain, and immediate
• However, before using “the stick,” we should understand the practical limitations
and undesirable side effects of using negative consequences to influence
behavior
• the use of negative consequences to control behavior has four undesirable side
effects: escape, aggression, apathy
21. The case against negative consequences
• ESCAPE
• AGGRESSION
• APATHY
Lack of interest or concern, especially regarding matters of general importance or appeal;
indifference.
• COUNTERCONTROL
Countercontrol can be defined as human operant behaviour as a response to social aversive control.
The individual that is exposed to aversive control may try to oppose controlling attempts through the
process of negative reinforcement, such as by escaping, attacking, or passively resisting.
23. • Doing it wrong
• Most incentive/reward
programs for OSH does not
specify behavior.
• Employee are rewarding for
avoiding a work injury,
achieving certain number of
“safe work days.”
WHAT BEHAVIOR IS
MOTIVATED? not to report
injury?
Safety contests can motivate unhealthy competition
The Do’s and don’t for safety reward
24. • Doing it right: basic guidelines for establishing an effective incentive/reward
program to motivate the occurrence of safety related behaviors and improve industrial
safety and health
This Actively Caring Thank-You Card offers reward leverage.
Rewards with safety messages are special to those who earn them.
The Do’s and don’t for safety reward
25. The behaviors required to achieve a safety reward should be
specified and perceived as achievable by all participants.
Everyone who meets the behavioral criteria should be
rewarded.
Better for many participants to receive small rewards
than for one person to receive a big reward.
Rewards should displayed and represent safety achievement.
26. The Do’s and don’t for safety reward
Contests should
not reward one
group at the
expense of
another.
Groups should not
be penalized or
lose their rewards
for failure by an
individual.
Progress toward
achieving a safety
reward should be
systematically
monitored and
publicly posted for all
participants.
29. Increasing intervention impact
The success of any intervention program is a direct function of
• 1. The amount of specific response information transmitted by the
intervention.
• 2. The degree of external consequence control.
• 3. The target individual’s perception of personal control or personal
choice regarding the behavior change procedures.
• 4. The degree of group cohesion or social support promoted.
• 5. The amount of participant involvement facilitated by the intervention
30. Intervening as a safety coach
• Coaching is essentially a process of one-on-one observation and feedback.
• The coach systematically observes the behaviors of another person and
provides behavioral feedback on the basis of the observations.
• Safety coaches recognize and support the safe behaviors they observe and
offer constructive feedback to reduce the occurrence of any at-risk
behaviors
31. Intervening as a safety coach
Safety coaches are up-front about their intentions and ask
permission before observing.
Feedback from a critical behavior checklist can be given one-on-one and in
groups
33. “C” for care
• Basic underlying motivation for coaching.
• Safety Coach-truly care about the health and safety of coworkers and act
on such caring=ACTIVELY CARE.
• Throughout personal interaction with others.
• Maintains healthy emotional bank accounts- (deposit: feels recognize,
appreciated, or listened to.)/(withdrawals: feels criticized, humiliated, less
appreciated)
• Thus, safety coaches need to demonstrate a caring attitude through their
personal interactions with others.
34. “C” for care
• A shared responsibility.
• People are often unwilling to coach or to be coached for safety because they view
safety from an individualistic perspective.
• To them, it is a matter of individual or personal responsibility.
• This is illustrated by the verbal expression or internal script, “If Molly and Mike want
to put themselves at risk, that’s their problem, not mine.”
People need to consider safety coaching a shared responsibility to prevent injuries
throughout the entire work culture. This requires a shift from an individual to a
collective perspective
35. “O” for observe
Observing behavior for supportive and constructive feedback is easy if the coach
1. Knows exactly what behaviors are desired and undesired (an obvious requirement for athletic coaching).
2. Takes the time to observe occurrences of these behaviors in the work setting.
Developing a critical behavioral checklist. Observation checklists can be generic or job-specific.
A generic checklist is used to observe behaviors that may occur during several jobs.
A job-specific checklist is designed for one particular job.
Deciding which items to include on a critical behavior checklist (CBC) is a very important part of the coaching process.
A CBC enables coaches to look for critical behaviors. A critical behavior is a behavior that
1. Has led to a large number of injuries or near hits in the past.
2. Could potentially contribute to a large number of injuries or near hits because many people perform the behavior.
3. Has previously led to a serious injury or a fatality.
4. Could lead to a serious injury or fatality
36. Sample critical behavior checklist
• Scheduling observation sessions
• There is no best way to arrange for
coaching observations.
• The process needs to fit the setting
and work process.
• This can only happen if workers
themselves decide on the frequency
and duration of the observations and
derive a method for scheduling the
coaching sessions
37. “O” for observe
• Critical features of the observation process. Duration, frequency, and
scheduling
• Procedures of CBC observations vary widely. Still, there are a few common
features.
• First and foremost, the observer must ask permission before beginning
an observation process.
• The name of the person observed must never be recorded. To build trust
and increase participation, a “no” to a request to observe must be honored
38. “C “ communicate (SOFTEN)
• A good coach is a good
communicator
• Active listener and persuasive
speaker
• Individual feedback
40. “H” for help
• The word “help” summarizes what safety coaching is all about.
• The purpose is to help an individual prevent injury by supporting safe work practices
and correcting at-risk practices.
• It is critical, of course, that a coach’s help is accepted.
• The four letters of HELP outline strategies to increase the probability that a coach’s
advice, directions, or feedback will be appreciated
41. • Safety is certainly a serious matter, but
sometimes a little humor can add spice
to our communications, increasing
interest and acceptance.
• It can take the sting out what some find
to be an awkward situation.
• In fact, researchers have shown that
laughter can reduce distress and even
benefit our immune system
42. • People who feel inadequate, unappreciated, or unimportant are not as likely to go beyond
“the call of duty” to benefit the safety of themselves or others as people who feel capable
and valuable
• The most effective coaches choose their words carefully, emphasizing the positive over
the negative, to build or avoid lessening another person’s self-esteem.
43. • One of the most powerful and convenient
ways to build self-esteem is to listen
attentively to another person.
• This sends the signal that the listener
cares about the person and his or her
situation.
• And it builds self-esteem—”I must be
valuable to the organization because my
opinion is appreciated.” After a safety
coach listens actively, his or her message
is more likely to be heard and accepted.
• “seek first to understand, then to be
understood”
44. • Praising others for their specific accomplishments is another powerful
way to build self- esteem.
• If the praise targets a particular behavior, the probability of the behavior
reoccur- ring increases.
• This reflects the basic principle of positive reinforcement and motivates
people to continue their safe work practices and look out for the safety of
coworkers.
45. Standard feedback more often depreciates than appreciates a
person’s self- esteem
People need frequent rewarding feedback
46. Conclusion
• Safety coaching is a key intervention process for developing and maintaining a
Total Safety Culture. In fact, the more employees effectively apply the principles
of safety coaching dis- cussed here, the closer an organization will come toward
achieving a Total Safety Culture
• Systematic safety coaching throughout a work culture is certainly feasible in
most settings. Large-scale success requires time and resources to develop
materials, train necessary personnel, establish support mechanisms, monitor
progress, and continually improve the process and support mechanisms
whenever possible
• Safety coaching is a critically important intervention approach, but keep in mind
the many other ways you can contribute to the health and safety of a work
culture. In other words, safety coaching is one type of intervention for the “I”
stage of the DO IT process
48. Intervening with supportive conversation
Interpersonal conversation defines the culture in which we work. It can
create conflict and build barriers to safety improvement, or it can cultivate
the kind of work culture needed to make a major break- through in injury
prevention.
Interpersonal conversation also affects our intrapersonal conversations or
self-talk, which in turn influences our willingness to get involved in safety-
improvement efforts
49. The power of conversation
• The power of conversation comes from face-to-face communication.
• One-to-one interpersonal conversation about safety- improvement, in
turn, benefits people’s self-talk about safety, increasing their sense of
personal control and optimism regarding their ability to prevent
occupational injuries.
50. The art of improving supportive conversation
• The do not look back- focus on future talk
• Seek commitment
• Stop and listen
• Ask question first
• Transition to nondirective to directives
• Beware of bias