We offer collaborative safety training services including child welfare,health services,systemic critical incident reviews for all Nashville industries.
The Ripple Effect: The Role of Leadership & Management in Workplace Heal...Joel Bennett
WORKSHOP AT 2010 HOUSTON WELLNESS ASSOCIATION. Designed to be used with self-assessment handout.
OBJECTIVES
1) Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership)
2) Review research supporting the ripple effect
3) Review and/or take self-assessments that pertain to each path
4) Re-assess personal legacy and personal influence on the ripple effect
Human factors, particularly human error, impacts how everyone works. Understanding how human factors affects productivity, quality, profitability, and prosperity in a global market. In the fourth industrial revolution, which is occurring now, it's very important to understand not only the work but how the works gets done. Using technology and innovations can help improve speed and reliability but humans are the driver for safety culture and behavior. Engineering, administrative controls and the use of personal protective clothing and equipment can help protect workers but understanding and doing the correctly each and every time will lead toward sustainable objectives and reduce waste and maximize time toward product/service output. Where emphasis is placed within the organization depends on the risk governance and strategic management objectives. The higher the risk the greater the reward or catastrophic loss. Understanding people and how they work is the safety catalyst in maximizing profits, productivity and quality.
Work-related Stress assessment : an organizational approachStefano Fiaschi
Some issues on practical application of WrS assessment in italian enterprises are pointed out, from the specific point of view of a private-held company dealing with consulting and training on safety at work.
Results from statistical analysis (conducted on a sample of 1.274 workers from 10 companies in Services; Health Care; and Industry sector) are also discussed.
The Ripple Effect: The Role of Leadership & Management in Workplace Heal...Joel Bennett
WORKSHOP AT 2010 HOUSTON WELLNESS ASSOCIATION. Designed to be used with self-assessment handout.
OBJECTIVES
1) Understand the three main paths of the ripple effect (healthy role model, job design, heart-centered leadership)
2) Review research supporting the ripple effect
3) Review and/or take self-assessments that pertain to each path
4) Re-assess personal legacy and personal influence on the ripple effect
Human factors, particularly human error, impacts how everyone works. Understanding how human factors affects productivity, quality, profitability, and prosperity in a global market. In the fourth industrial revolution, which is occurring now, it's very important to understand not only the work but how the works gets done. Using technology and innovations can help improve speed and reliability but humans are the driver for safety culture and behavior. Engineering, administrative controls and the use of personal protective clothing and equipment can help protect workers but understanding and doing the correctly each and every time will lead toward sustainable objectives and reduce waste and maximize time toward product/service output. Where emphasis is placed within the organization depends on the risk governance and strategic management objectives. The higher the risk the greater the reward or catastrophic loss. Understanding people and how they work is the safety catalyst in maximizing profits, productivity and quality.
Work-related Stress assessment : an organizational approachStefano Fiaschi
Some issues on practical application of WrS assessment in italian enterprises are pointed out, from the specific point of view of a private-held company dealing with consulting and training on safety at work.
Results from statistical analysis (conducted on a sample of 1.274 workers from 10 companies in Services; Health Care; and Industry sector) are also discussed.
Human Factors (HF) covers a variety of issues that relate primarily to the individual and workforce, their behavior and attributes. Human error is still poorly understood by many stakeholders and so the risk assessments of operations or process often fall short in their capture of potential failures. There is little consideration of human factors in the engineering design of equipment, operating systems and the overall process, procedures and specific work tasks. Operational human factor issues are often treated on an ad-hoc basis in response to individual situations rather than as part of an overarching and comprehensive safety management strategy. The role that human factors play in the rate of incidents, equipment failure and hydrocarbon releases is poorly understood and underdeveloped.
Vladimir Ivensky. "Business Risks: What Happens when Leaders are Committed to...Vladimir Ivensky, CIH, CSP
Vladimir Ivensky. "Business Risks: What Happens when Leaders are Committed to Non-Optimal OSH Systems?" Peer-Reviewed Article. Professional Safety Journal, February 2018
Turning your organization into a high reliability organization just makes sense. Implementing predictable behaviors and reliable processes create a culture that strives to achieve error-free performance and safety in every procedure, every time. This increases safety and satisfaction for both patients and staff while reducing costs and improving clinical results.
Join HRO expert Tony Gorski and learn steps that you can take to turn your organization into the efficient and safe environment you know it can be.
The Benefits of Healthcare Policy Management Software and How that Impacts ROIPolicyMedical Inc.
For years here at Policy Medical, we have talked about how our policy management technology will save your hospital money and generate an enterprise-wide ROI. As you might imagine, everyone else in the healthcare policy management space does this. But a recent conversation I had with a long-term client made me take a serious look at this subject of “ROI”. Here are her thoughts, and they are quite telling:
“Listen. I want to keep using your company’s policy management system, but I need to justify not just your policy management software but I need to justify just having any policy management system. They are thinking of going the Microsoft SharePoint route and I don’t want that at all. To be honest with you I have been all over the internet to see what the return on investment is for policy management software and I can’t find anything. All I find are marketing brochures and sales collateral that are masked as healthcare ROI white papers, healthcare policy management analyses and healthcare policy management ROI calculators. I need something that paints the picture of the ROI of a healthcare policy management system from our side of the table.”
LEADERSHIP for DRIVING SAFETY OUTCOMESLloyd Hanson
Looking to foster a culture that embeds safe performance – requires a leadership team that understands the key components for driving sustainable performance outcomes.
Additionally, A bottoms-up focus should be the underlying strategy for starting the conversation – for defining a cross-cultural collaborative process for entertaining all stakeholders
ideas. There needs to be a defined “Vision” for what the ideal culture will look like 3-5 years out – to be able to establish a platform for guiding the conversation on moving a process
forward to institutionalize a consensus – stakeholder direction.
The full integration of the key components for sustainable performance outcomes – has more to do with the application that will embrace a clear understanding of the current culture
and incorporating safe performance as a core company value.
Many companies fall short on taking the time to evaluate the current state of their safety process initiatives, provide the organizational freedom to engage the collective voice of
operations leadership – to set the tone/expectations for what milestones demonstrate that safe performance has become part of the thinking logic of hourly and executive leadership.
A critical evaluation gap analysis process - is a starting point for understanding fundamental differences of various stakeholders (management/hourly) in how each level of stakeholder
will be positioned to effect change and measured to determine the effectiveness level of engagement.
Security+ Guide to Network Security Fundamentals, 3rd Edition, by Mark Ciampa
Knowledge and skills required for Network Administrators and Information Technology professionals to be aware of security vulnerabilities, to implement security measures, to analyze an existing network environment in consideration of known security threats or risks, to defend against attacks or viruses, and to ensure data privacy and integrity. Terminology and procedures for implementation and configuration of security, including access control, authorization, encryption, packet filters, firewalls, and Virtual Private Networks (VPNs).
CNIT 120: Network Security
http://samsclass.info/120/120_S09.shtml#lecture
Policy: http://samsclass.info/policy_use.htm
Many thanks to Sam Bowne for allowing to publish these presentations.
There are several reading materials available on the website to help you to learn about Health and Human Services, collaborative models and its working, visit our website
Human Factors (HF) covers a variety of issues that relate primarily to the individual and workforce, their behavior and attributes. Human error is still poorly understood by many stakeholders and so the risk assessments of operations or process often fall short in their capture of potential failures. There is little consideration of human factors in the engineering design of equipment, operating systems and the overall process, procedures and specific work tasks. Operational human factor issues are often treated on an ad-hoc basis in response to individual situations rather than as part of an overarching and comprehensive safety management strategy. The role that human factors play in the rate of incidents, equipment failure and hydrocarbon releases is poorly understood and underdeveloped.
Vladimir Ivensky. "Business Risks: What Happens when Leaders are Committed to...Vladimir Ivensky, CIH, CSP
Vladimir Ivensky. "Business Risks: What Happens when Leaders are Committed to Non-Optimal OSH Systems?" Peer-Reviewed Article. Professional Safety Journal, February 2018
Turning your organization into a high reliability organization just makes sense. Implementing predictable behaviors and reliable processes create a culture that strives to achieve error-free performance and safety in every procedure, every time. This increases safety and satisfaction for both patients and staff while reducing costs and improving clinical results.
Join HRO expert Tony Gorski and learn steps that you can take to turn your organization into the efficient and safe environment you know it can be.
The Benefits of Healthcare Policy Management Software and How that Impacts ROIPolicyMedical Inc.
For years here at Policy Medical, we have talked about how our policy management technology will save your hospital money and generate an enterprise-wide ROI. As you might imagine, everyone else in the healthcare policy management space does this. But a recent conversation I had with a long-term client made me take a serious look at this subject of “ROI”. Here are her thoughts, and they are quite telling:
“Listen. I want to keep using your company’s policy management system, but I need to justify not just your policy management software but I need to justify just having any policy management system. They are thinking of going the Microsoft SharePoint route and I don’t want that at all. To be honest with you I have been all over the internet to see what the return on investment is for policy management software and I can’t find anything. All I find are marketing brochures and sales collateral that are masked as healthcare ROI white papers, healthcare policy management analyses and healthcare policy management ROI calculators. I need something that paints the picture of the ROI of a healthcare policy management system from our side of the table.”
LEADERSHIP for DRIVING SAFETY OUTCOMESLloyd Hanson
Looking to foster a culture that embeds safe performance – requires a leadership team that understands the key components for driving sustainable performance outcomes.
Additionally, A bottoms-up focus should be the underlying strategy for starting the conversation – for defining a cross-cultural collaborative process for entertaining all stakeholders
ideas. There needs to be a defined “Vision” for what the ideal culture will look like 3-5 years out – to be able to establish a platform for guiding the conversation on moving a process
forward to institutionalize a consensus – stakeholder direction.
The full integration of the key components for sustainable performance outcomes – has more to do with the application that will embrace a clear understanding of the current culture
and incorporating safe performance as a core company value.
Many companies fall short on taking the time to evaluate the current state of their safety process initiatives, provide the organizational freedom to engage the collective voice of
operations leadership – to set the tone/expectations for what milestones demonstrate that safe performance has become part of the thinking logic of hourly and executive leadership.
A critical evaluation gap analysis process - is a starting point for understanding fundamental differences of various stakeholders (management/hourly) in how each level of stakeholder
will be positioned to effect change and measured to determine the effectiveness level of engagement.
Security+ Guide to Network Security Fundamentals, 3rd Edition, by Mark Ciampa
Knowledge and skills required for Network Administrators and Information Technology professionals to be aware of security vulnerabilities, to implement security measures, to analyze an existing network environment in consideration of known security threats or risks, to defend against attacks or viruses, and to ensure data privacy and integrity. Terminology and procedures for implementation and configuration of security, including access control, authorization, encryption, packet filters, firewalls, and Virtual Private Networks (VPNs).
CNIT 120: Network Security
http://samsclass.info/120/120_S09.shtml#lecture
Policy: http://samsclass.info/policy_use.htm
Many thanks to Sam Bowne for allowing to publish these presentations.
There are several reading materials available on the website to help you to learn about Health and Human Services, collaborative models and its working, visit our website
Behaviour-Based Safety by BIS Training SolutionsBIS Safety
Behavior-Based Safety (BBS) is the process that creates a safety partnership between management and workers, focuses on people’s behaviour related to how they work, and encourages all workers to be safe and to work safely all time. To know more visit site.
Week 1Defining the Safety Management SystemSeveral years .docxcelenarouzie
Week 1
Defining the Safety Management System
Several years ago, during my short time as a football coach, I had the pleasure of meeting and listening to legendary coach, Eddie Robinson. He spoke about the importance of a system. Coach Robinson relayed the experience of being thrust into the helm at Grambling. He had been informed of how simple minded his athletes would be and the difficulty of running plays and defensive schemes. Well, if you watched Grambling State during the Robinson era, you would see anything but a simple offensive scheme. Instead you would see multiple formations, motions, audibles, and an attack that could change and adapt midstream. It was his system that enabled the team to understand and execute his plan. In other words, it learned from its experiences.
A safety system must have the same characteristics. It has to be able to adapt procedures and policies at a pace which allows it to manage the outcomes that are associated with the tasks of the organization. In order to accomplish this it must:
1. Collect relevant statistics and information (facts)
2. Organize and analyze the data (investigate)
3. Implement countermeasures
4. Monitor changes, and
5. Communicate with all the components.
A safety management system must be comprehensive in order to allow the organization to learn from its experience. The goal of a management system is to implement a chosen strategy by allocating resources at critical tasks (Kausek, 2007). A system is defined as a set of interacting or interdependent entities, real or abstract, that form a whole. The whole is the operating process that governs the core activities mentioned above.
The structure of the system is defined from its processes. It is further described as “open” or “closed.” A closed system operates by itself without interaction from other entities or inputs. “Open” describes a system which interacts with entities in an environment. Safety is an “open” system. It has many customers that have input to it and then it produces an output or service to the customer.
We can further describe systems as high functioning or low functioning. This refers to the exchange of information between the inputs and the system. In other words safety is an “open” and “highly functional” system. Safety continually exchanges feedback to its inputs in order to maintain close alignment. So, it collects data, analyzes it, adapts to it, coordinates change, and then resets to do it again.
A simple schematic of this exchange could be drawn in this manner.
In this basic schematic you can see that safety has closely aligned inputs. This drawing can be made better. Missing is the names of the customers and the services or outputs that safety produces to each.
A systematic approach encompasses all levels of an organization. The functions can be spread among each level or among its inputs, if so structured. This helps in implementing the change and directing its continuation. But the bigges.
Running head: IDENTIFYING A CHANGE PROJECT 1
IDENTIFYING A CHANGE PROJECT 4
Identifying a Change Project
Name
Institution
What is the difference between leadership activities and management activities:
Leadership can be described as the conduct of a person when guiding the activities of a given group towards a common goal. The main concept of roles of leadership is based on impacting group activities and adjusting to change Sullivan, E. J. (2013. There is a challenge when considering leadership in the healthcare context because most theories are not formed within the healthcare framework for they were normally established for business contexts and later applied to the healthcare. Management can simply be defined as the process that managers utilize to realize organizational goals. It’s the process of achieving organizational set goals through the available resources.
How do management and leadership activities contribute to the success of change initiatives:
The activities involved in this process include planning, staffing, organizing, directing, controlling, and making decisions in the operations of the system to attain anticipated result and improve its entire performance. Management involves a combination of steps to follow to achieve the set requirements. Leaders look for suitable ways of doing things for instance they will establish the goals and purposes for the people (American Nurses Association, 2010; Sullivan, 2013). Anyone can be a leader without necessarily being in an authority position.
Transformational leadership is necessary along with good management of staff and resources. This entails committing individuals to action, converting those under you into leaders and converting the leaders themselves into change agents. It has less to do with use of power to pressure and suppress others in order to achieve result. Instead, it involves empowering them to understand and own the vision of the organization and trusting them to work towards the goals that profit not just themselves but the organization in general (Sullivan, 2013). In nursing empowerment would result to enhanced patient care, reduced sick days, and less attrition.
Through this, the staff will have higher job satisfaction and there will be higher retention of staff amongst there nursing functions.
What change projects are needed in your agency at this time?
Among the changes required is to ensure nurses practice to the full capacity of their education and training and programs to be formed to ensure nurses attain higher training to much the growing demands in the sector. These can only be achieved through good leadership and proper management. The Company that I work for currently is an insurance company and as a registered nurse case management, there is always area of change especially in reaching pat.
How I Failed as a Safety ManagerPublished on February 1, 2017B.docxwellesleyterresa
How I Failed as a Safety Manager
Published on February 1, 2017
By: Peter Jensen Sr (Safety Pete) CUSP
I have managed safety for some 30 years, to one extent or another. This includes union and nonunion as well as all trades, from transmission line men to laborers in different states. I feel that a good safety manager is also a good safety mentor. The primary function of a safety leader is to coach, correct and train, in other words, educate and influence.
Safety Managing isn’t easy; it’s an emotionally charged rollercoaster, if you take the job seriously, and try to build a safety culture from little or nothing. To do it right, you can’t give company management, the answers; rather you must gently guide them, as they learn and process the safety lessons you provide.
From the outside looking in, it seems to be an easy job, and I have been asked by many companies and people to tell them or teach them the magic formula for a successful safety program. A successful safety program, really! For my part, I can never quite see myself as successful. “Success eludes the malcontent”. By definition malcontent is one who is in active opposition to an established order or dissatisfied with the existing state of affairs. So hearing “that’s the way we always do it” just challenges me.
My first mistake was not recognizing the company for what it really was. It was another production machine needing window dressing. Where production rules the company goal or is top priority. When this happens, then safety fails every time. It’s an immense ego stroke to have company president during an interview say, “I want you to be our safety leader. Will you coach us, train and teach us, and build us a safety program”?
I set out to teach the company what it needed to know about safety. Developing a significant Safety & Health program was the first step. But it was soon obvious to me that they didn’t really want to learn how to achieve safety goals or develop a safety culture, necessary to successfully grow organization in the coming years. Rather, they wanted a magic potion that would turn them into that kind of company. That being said I have been very successful with 70% of the field personnel, 50% of the foreman overseeing the individual tasks on a project, and 30% of the superintendents. The closer to the top of the company I go the less success I can find.
Failure is guaranteed when accountability or consequences are missing.
So what did I learn from all this? Well for starters you can lead the company ” horse” to water but you can’t make it think. I could provide the best advice, guidance, and safety leadership, and training, but if the company doesn’t want to listen and learn, it is all for naught. Safety and production must be blended into forward motion. I feel no production should be valued in the absents of safety. As an example I once asked the president of a company to do just one thing to help safety. Start each and every meeting with a question to the group. ...
SF 470Assignment #3For this assignment you are to read the.docxlesleyryder69361
SF 470
Assignment #3
For this assignment you are to read the article titled “Corporate Culture” by Judith Erickson.
1) You are to read and summarize the article, identifying the key points made in the article. Reflect on the issues you find enlightening.
2) Identify at least three points that you agree and/or disagree with that the author made in her article. Present cogent arguments, from your perspective, with supporting citations. Be sure to cite your support sources.
Safety ManagementSafety Management
S
Corporate
Culture
Examining its effects on safety performance
By Judith A. Erickson
SAFETY PERFORMANCE is divided into two
aspects: safety program elements and safety process
elements (Erickson, 2006). The program elements
deal with basic safety functioning: regulations, legis-
lation, training, audits and related items. These ele-
ments are considered hard skills and are under
control of the safety professional. The process ele-
ments are the underlying factors within an organi-
zation that either help or hinder the safety effort.
These soft skills are indicators of the corporate cul-
ture, and they are not under the safety professional’s
control (Erickson, 1994).
To achieve optimal safety functioning, both cultur-
al elements and compliance issues must be
addressed. The scientific evidence is overwhelming
that both hard and soft skills are needed to attain opti-
mal safety and business performance (Erickson, 1994;
2001; Shannon, Mayr & Haines, 1997; DeJoy, Schaffer,
Wilson, et al., 2003; Vredenburgh, 2002; Zohar &
Luria, 2004; Parker, Axtell & Turner, 2001; Hofmann &
Morgeson, 1999; Hofmann, Morgeson & Gerras, 2003;
Turner & Parker, 2003; Maierhofer, Griffin & Sheehan,
2000; Maister, 2001; Drucker, 1954; O’Toole, 1996;
Maister, 1997; Buckingham & Coffman, 1999).
However, some in the technical or engineering
fields believe that soft skills are not measurable by
any standard technique or protocol. Within acade-
mia, natural and physical research scientists often
posit this view when discussing the social sciences.
Yet, with rigorous research design and protocol,
social scientists can conduct scientific research that is
quantitatively and statistically equivalent to that of
natural and physical scientists. Through such meth-
ods, the effects of these soft skills have been statisti-
cally correlated with safety performance and
organizational functioning. These measurements are
available to researchers to help organizations im-
prove their safety and business performance.
When assessing organizational culture, SH&E
professionals must be aware of the scientific bases of
the cultural interventions they select. They must
Abstract: Research
demonstrates that cor-
porate culture influences
an organization’s safety
performance. When
assessing organizational
culture, SH&E profession-
als must be aware of the
scientific bases of the
cultural interventions
they choose. This will
help them decide ration-
ally and logically how
they w.
Safety Score Improvement Plan Scoring Guide Grading RubricCr.docxanhlodge
Safety Score Improvement Plan Scoring Guide Grading Rubric
Criteria Non-performance Basic Proficient Distinguished
Identify a patient safety issue. Does not identify a patient safety
issue.
Identifies patient safety concerns in general,
but does not identify a specific issue.
Identifies a patient safety issue. Identifies a patient safety issue and explains why the
issue is a primary concern for nursing.
Describe the influence of nursing
leadership in driving needed changes.
Does not describe the influence of
nursing leadership in driving the
needed changes.
Describes the influence of nursing leadership in
general terms but does not describe how
nursing leadership can drive change.
Describes the influence of
nursing leadership in driving the
needed changes.
Describes the influence of nursing leadership as a
driving force for changes that affect patient safety
and quality outcomes, and provides a specific
example of driving a needed change.
Apply systems thinking to explain how
current policies and procedures may
affect a safety issue.
Does not apply systems thinking to
explain how current policies and
procedures may affect a safety
issue.
Identifies leadership and structure responsible
for current policies and procedures, but does
not apply systems thinking to explain the
connection to patient safety.
Applies systems thinking to
explain how current policies and
procedures may affect a safety
issue.
Applies systems thinking to explain how current
policies and procedures may affect a safety issue,
and includes a discussion of how staff could monitor
systems and implement safeguards.
Explain a strategy to collect
information about the safety concern.
Does not explain a strategy to
collect information about the safety
concern.
Identifies several strategies to collect
information about the safety concern, but does
not explain one strategy.
Explains a strategy to collect
information about the safety
concern.
Explains a strategy to collect information about the
safety concern and how it could be implemented,
and identifies possible obstacles to obtaining
information.
Recommend an evidence-based strategy
to improve the safety issue.
Does not recommend an evidence-
based strategy to improve the
safety issue.
Describes strategies for improving a safety
issue, but does not indicate if it is evidence
based.
Recommends an evidence-based
strategy to improve the safety
issue.
Recommends an evidence-based strategy to improve
the safety issue, and identifies potential limitations
of the strategy.
Explain a plan to implement a
recommendation and monitor
outcomes.
Does not explain a plan to
implement a recommendation and
monitor outcomes.
Makes a recommendation, but does not explain
how it will be implemented.
Explains a plan to implement a
recommendation and monitor
outcomes.
Explains a plan to implement a recommendation and
monitor outcomes, and specifies quality indicators
and.
Worker safety trainings are the most essential foundation block for building a safety culture in any organisation. Worker skill training and capacity building is unique and to be designed, developed and delivered with proper competence & focus.
The #KnowledgeReport on Worker Safety Skill Training –foundation for a sustainable safe workplace is here!
Launched at ICC Industrial Safety and Surveillance Conclave 2018
Download the full knowledge report!
https://www.consultivo.in/news-events/knowledge-partner-icc-safety-conclave/
#Consultivo #KnowledgeIsPower #KnowledgeReport #WorkerSafetySkillTraining #SafetyCulture
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
2. Keeping individuals with disabilities safe has continuously increased in complexity from pressures
to provide quality care while responding to complex behavioral and medical needs. While the
quality of care has widely improved, there has been an asynchronous evolution of safety and
quality methods to remain compatible with this increase in complexity.
When failure occurs, the common response of care providers is to use reactionary approaches
such as disciplining or firing employees, writing new policies, or retraining staff. These approaches
have poor results when it comes to improving and making the system safer. In fact, they may
have an opposite effect. Using reactionary approaches, evidence suggests agencies may
decrease safety because true accounts of how the system operates and how it can be improved
are kept underground. Employees are less likely to account for how things may go wrong and are
less likely to share how these issues can be avoided in the future because of fear they may be
disciplined or even fired. These reactionary approaches are detrimental to staff. Burnout, turnover,
secondary trauma, and decreased engagement are all concerns for provider agencies. In
addition to the cost of hiring and retraining staff, work outcomes are also affected.
Disability services could be considered one of the most
complex systems to work within.
Disability Services Overview
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3. The field of disability services must evolve from outdated models of safety commonly used today.
Current models of safety engage employees in safety related efforts, establish comprehensive
approaches to analyzing adverse events, and promptly act upon identified areas of improvement.
These models have been championed by safety critical industries such as aviation, healthcare,
nuclear power, and most recetly child welfare. The industries that use these updated models of
safety depart from surface level understandings of how systems fail and seek out the complex
interplay of systemic factors. When typical underlying systemic factors are addressed, provider
agencies can begin to make critical advancements in promoting safe outcomes for persons
served, families, and employees. In order to promote the shift to a systemic and proactive culture
of safety, agencies need to be supported to make three key transitions:
From a culture of blame to a culture of accountability
From continuously applying quick fixes to addressing underlying systemic issues
From seeing employees as a problem to control to a solution to harness
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4. The Three Transitions
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Towards a Culture of
Accountability
The terms blame and accountability are
too often conflated. When agencies
blame and punish workers, they falsely
believe that the agency and its
employees are being accountable for
their actions. Years of research have
shown that blame may decrease
accountability, since it inhibits the ability
of the organization to learn and improve.
Accountability engages frontline workers
to be a part of the solution by providing
their experience of how adverse events
may have occurred and how they can
be avoided in the future. Additionally, the
agency is accountable to make
improvements and to focus efforts and
resources on becoming a more resilient
and reliable organization.
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5. Towards addressing
underlying systemic issues
In the wake of failure, it is tempting for
agencies to use quick fixes such as firing
employees, adding new policy, or
retraining staff. This leaves agencies with
the false impression that a problem has
been resolved. However, agencies are still
left with the systemic constraints and
influences that contributed to an adverse
event. This is commonly seen as treating
symptoms instead of the source of the
illness. Instead, agencies need to track and
address the underlying systemic factors
that are present in many adverse events
and are likely to be present in the future.
Towards seeing people as
the solution
Common approaches to improvement
whether following a critical incident, or not,
typically target individual staff within an
organization through new policies, training,
work-aids, or compliance. These approaches
often make work more difficult through
excessive tasks and increased complexity.
Science and practice show that staff are a
source of success, not failure. Enhancing
safety is achieved through removing barriers
and providing supportive systems for staff to
achieve organizational outcomes.
Additionally, understanding where these
enhancements can be added is informed by
providing staff with a platform to share their
knowledge and experience in a safe way.
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6. Collaborative Safety Model
The primary scientific base for the model is founded in Safety Science which is commonly
championed in industries such as aviation, healthcare, and nuclear power. This body of science
engages disciplines such as human factors engineering, systems engineering, organizational
management, psychology, sociology, and anthropology. Furthering this unique blend of
sciences is the integration of Behavior Analysis, Forensic Interviewing, and Trauma Informed
Care into the Collaborative Safety model. The integration of Behavior Analysis science into the
model supports understanding how staff make decisions in an organizational setting as well as
understanding how managers and supervisor’s shape employee performance to achieve
successful outcomes.
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7. Systemic Reviews
A central artifact of the Collaborative Safety Model are Systemic Reviews. Collaborative Safety
supports disability services agencies to develop Systemic Reviews that are uniquely different than
current approaches standardly used within these systems. These Systemic Reviews depart from
surface level descriptions of events that typically place blame on to front line workers and instead
uses systemic analysis to understand how decisions, initiatives, resource allocations deeper within
an organization and outside of it can surface in the outcomes experienced in everyday work.
Organizational Alignment
The Collaborative Safety model supports disability services agencies to develop a culture of
safety throughout the organization, establishing necessary shared values and education. To
achieve this, Collaborative Safety employs organizational alignment throughout the organization
and systems. This is achieved through a unique set of Institutes and Orientations designed for
executives, managers, supervisors, frontline staff, and external stakeholders vital to supporting the
agency and system’s transition to a culture of safety.
Integration into Everyday Operations
In addition to the Institutes and Orientations, Collaborative Safety provides advanced practical
training to specialized positions within the workforce to embed safety science principles and
approaches into everyday work and currently existing processes and structures. By embedding
these principles into structural processes of the agency as well as the broader system, artifacts
are created that reflect the values central to a culture of safety.
Sustainability and Evaluation
To support effective culture change, Collaborative Safety prioritizes the establishment of
processes and supports that are sustainable. Disability services agencies are constantly
managing change and the Collaborative Safety Model is designed to withstand that change.
Evaluating culture change and model effectiveness is greatly important. Evaluation methods and
strategies are specifically developed in collaboration with partner agencies to analyze culture
change and its impact on key organizational metrics.
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Improved outcomes from a system dedicated towards improving the
reliability and safety of provided services
A robust and proactive response to critical incidents
A responsive system dedicated to learning
Increased trust in the provision of care
Increased staff engagement
Improved staff morale
Improvements in employee retention
Increased accountability
Improved systems in place
Increased public trust
Overview of Agency Outcomes
Moving towards a new model for handling critical incidents could have a profound effect
on the way staff perceive their role in the agency. Moving away from a blame based view,
is a critical first step towards improving resilience in the workforce.
Institute Attendee