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Safety View: Management involvement in safety: why, how, what & when

By Tamara Parris | Last updated: March 10, 2021
Key Takeaways

Join us as Jim Loud and Phillip Harris help lead our discussion about Management involvement in safety. We discuss the why, how, what & when! With hosts Rosa Carrillo and Tamara Parris.

Join us as Jim Loud and Phillip Harris help lead our discussion about Management involvement in safety. We discuss the why, how, what & when! With hosts Rosa Carrillo and Tamara Parris.
Article by Jim Loud, What Will the Safety Profession Look Like When It Grows Up? https://www.linkedin.com/pulse/what-safety-profession-look-like-when-grows-up-jim-loud-csp-ms-mph


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Session Chat:

01:07:59Paul Daly:Hi all. I have a little one here running round with me (back to school next week), so the camera might be too distracting today!
01:09:50Dan Suess:Sorry. No camera use here due to low bandwidth issues.
01:16:30Tamara Parris:All good
01:17:17Paul Daly:Q. I have often heard safety professionals say that management/non-safety people don't pay enough attention or get involved in 'safety' (e.g. management not sending out safety communications), but if we turn it around - do you think that safety professionals pay enough attention to the business operations (using the same example - how often do safety professionals send out communications about operations)?
01:18:54Jim Marinus:Spot on Tom
01:19:40Greg Spencer:Another danger is the Manager coming to believe they have a deeper grasp on the roles than they actually do (or ever could do).
01:23:26Bruce OBrien:There is a big difference between Managers and Leaders. Management and Leadership are different. The humble note is extremely important. I can’t see a model that Managers not trying to learn some level of technical detail with which to communicate during engagement opportunities doesn’t compute for me.
01:24:30Bruce OBrien:My apologies, folks. I have to drop off. My time isn’t my own today. Best, Bruce
01:25:00Jeremy George:From an empathetic perspective, the degree of complexity facing managers should not be under estimated. There are a host of issues that managers are expected to engage on and if these issues are not prioritized by the senior levels of the company then drift would be an inevitable outcome
01:28:26Dan Suess:Working within Silos and provide means to integrate the commonalities and have the silo leaders/participants learn to appreciate the differences and how best to work together for the benefit of all . . .
01:30:29Tom Osorio:Are we mssing the importance of considering difference between Leadership & Management?
01:32:15Paul Daly:'Put the autonomy where the expertise is' - David Marquet's presentation comes to mind.
01:32:44Jim Marinus:Agree Paul
01:32:50Dan Suess:Empowerment can be integrated into "Systems" once recognized the potential and power of Empowerment - Hence the name "Empowerment"!
01:40:54Paul Daly:https://www.adamgrant.net/book/think-again/
01:41:34Tamara Parris:Adam Grant writes some great stuff, thank you
01:47:09Jim Marinus:I like McCrystal's writing on integrating for addressing emergent complexity
01:48:22Paul Daly:Lack of resources somewhat forced their hand... Japan after the war like others.
01:50:09Greg Spencer:https://www.cognitive-edge.com/whence-where-where-next/
01:52:02Greg Spencer:Key word is accountability... but that HAS to be linked to complex adaptive systems...
01:52:52Jeremy George:To Rosa's Question: Black out dates
01:54:02Tom Osorio:Did powerful questions move the discussion, combined with listening - a good start for senior manager and leaders involvlement in safety?
01:57:03arun garg:how do we say Toyota organization is agile? I don't think it is agile as well
01:57:48Jim Marinus:Accountability today is very misfocused, agree Michael
01:58:53Paul Daly:Accountability starts with the goal of blame/discipline in mind in too many situations imo.
01:59:19Jim Marinus:Yes
01:59:55Michael Ruane:To Arun Toyota released the prius 20+ years ago. It has been profitable since its release. No other automotive have been able to do that. That’s agile.
02:00:09Tamara Parris:if you look at "Jidoka" it is a core principle of the Toyota Production System, that has 4 steps. For this to be success for there needs to be understanding of the value, and respect for the "Why" of stopping the process.
02:00:34Tom Osorio:In the UK, the Grenfel enquiry is exposing an interesting conflict between accountability and system learning: Lives could have been saved by many invidual's accountability - OR better systems......
02:00:42Greg Spencer:Horizontal accountability within a social learning space is a rather more useful starting point... https://community.ukcoaching.org/spaces/48/coach-developers/blogs/general/16648/social-artists-in-coach-development
02:01:55Paul Daly:Kingspan recently announced they were taking action against “unacceptable conduct” of “a small number of employees”…https://www.irishtimes.com/business/manufacturing/kingspan-outlines-grenfell-measures-after-unacceptable-conduct-1.4489404
02:06:40Greg Spencer:Yes - and organic accountability for each doing our bit to shape a healthier organisation in which learning together is properly embedded!


Our Guest


Jim Loud is a Safety Management Consultant, Founder of James Loud Consulting.

Mr. Loud has over 40 years of experience in a wide variety of management and Environmental Safety Health positions. Management experience includes direct responsibility for critical corporate-wide programs such as worker safety, quality assurance, nuclear safety oversight, training, independent assessment and regulatory compliance. Mr. Loud served as the corporate lead for nuclear safety oversight at the Tennessee Valley Authority and as director of the Performance Assurance Division for the Los Alamos National Laboratory.

Mr. Loud is a frequent and sought after speaker at national and international conferences, webinars and university classrooms. He has authored numerous articles and papers on safety management for professional and general industry publications.

LinkedIn: https://www.linkedin.com/in/jim-loud-csp-ms-mph-26357917/

Phillip Harris is in the Nuclear Industry, Safety Management

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Phillip join the nuclear industry in 1978 as a maintenance technician working on turbines and reactor fueling components at an Advance Gas Cooled Reactor. During his 43 year association with the industry he held a number of leadership and management positions. His passion for Human Performance Improvement and Safety Culture started in 2000, since when he has become a student of Safety Management.

More recently Phillip has been associated with nuclear safety culture on a couple of nuclear new build projects in the UK and the Middle East.

LinkedIn: https://www.linkedin.com/in/phillip-harris-1b583482

More About “The Safety View

Each one-hour session is hosted by an expert or stakeholder in safety performance. And each session invites all attendees to participate, listen, and learn from each other and through conversation and shared experiences. Collectively, we explore the human system’s impact on safety and performance - relationally, psychologically, and socially.

We look forward to discussing this intriguing topic with you, and hope you are able to attend. However, if unable to attend, please know that all sessions will be available for view, by registrants and non-registrants alike, through the Safeopedia websitehttps://www.safeopedia.com/topic/182/safeopedia-podcasts

After a brief introduction to the topic and sharing of relevant research, the floor will be open for group conversation. We invite ALL to share their thoughts, and will openly embrace - actually encourage - different perspectives. We really want to hear from all, from those who can share measurable, scientific concepts, those who have knowledge gained from experience, and those who intend to learn and understand more.

Group Rules of Conduct:

➤Build each other up to encourage and grow our ideas. Our group goal is to learn, share and expand our views.

➤ If you disagree, first repeat what you heard and get acknowledgement that you understand what others have tried to propose.

➤Use "I think", "feel", "have discovered" during respectful rebuttals of others opinions and ideas.

➤ Be prepared to agree, to disagree as views will be different, from our own and we want to nurture others.

Regular Hosts of the Safety View are:

Rosa Carrillo author of The Relationship Factor in Safety Leadership, safety leadership consultant, MS in Organizational development.

Tamara Parris, Community Development, Bachelors of Social Work, Occupational Health and Safety, and Emergency Management.


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Written by Tamara Parris | CD

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Tamara Parris is the Director of Community Development at Safeopedia, and owner of EHS Professionals Group on LinkedIn. Her passion is working with other EHS Professionals to collaborate in thought leadership, networking and connecting our industry peers to resources that will increase profitability and safety practices within their workplaces. Tamara has been in the Health and Safety field for over 20 years, her industry experiences include the Construction sector, CCTV and Security, and Commercial Retail industries.

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