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“Learning organizations don’t need to experience a catastrophe to understand how to prevent one from happening,” says Sarah Eck of DEKRA North America.
“Telling people to stop making errors or leadership applying discipline won’t improve performance error,” says Matt Hargrove of DEKRA Organizational Safety and Reliability.
Instead of asking, “Can it happen here?” ask, “How can it happen here?” says Mike Snyder, managing director for DEKRA North America’s process safety practice.
Paul Angelo, principal consultant at DEKRA, says the recent increase in virtual interaction is an opportunity for leaders “to revisit the key concepts of engagement.”
“Between our phones, tablets and laptops, it’s no surprise that many of us are flexing our necks too much,” says ergonomics expert Garnett Payne of DEKRA.
Saying an organization’s safety program is world class “allows people to be tempted to take their foot off the gas even though they aren’t at the finish line,” say Don Groover and Jim Spigener from DEKRA.
“As many organizations begin to shift their focus from virus response toward returning to work, a blind spot is emerging,” says Josh Mrozowsky, vice president at DEKRA.
Angelica Grindle and Erika Gwilt, who specialize in client engagement at DEKRA, discuss how antecedents, behavior and consequences help us understand what influences and controls behavior.
David Musgrave, who leads the Brain-Centric Reliability practice area at DEKRA (dekra.us), offers suggestions to combat the “virtual brain drain” inherent with virtual meetings and presentations.
