Trust and distrust in safety leadership: Qualities of importance

Safety performance as shown by incident trends and injury rates has been found to be linked with levels of trust in site-level personnel in the oil and gas sector. Therefore, a deeper understanding of trust and distrust development is vital to further improve safety. This study explored the most important to least important safety leadership qualities for trust and distrust formation in site-level employees. 

Psychological Safety: Two conversations leaders need to get right

In Australia, there has been a lot of talk recently about psychological safety in the workplace. It’s become a hot topic in leadership circles, with organisations eager to create environments where employees feel safe. But if you listen closely, there are two different conversations playing out..

Can We Ever Imagine How Work is Done

The terms ‘work-as-imagined’ and ‘work-as-done’ help to convey that the way that people think about work and the way that work is actually done are not necessarily the same. There are several reasons for this. In this article, Erik Hollnagel explores the dichotomy and questions our assumptions about work.

Safety culture: The ultimate goal

By Professor Patrick Hudson

Safety management systems can make a big difference to any business. The benefits of taking a systematic approach to safety are obvious: the hazards of the business are known, understood and demonstrably controlled.

Are You a Safety Bully? Recognizing Management Methods That Can Do More Harm Than Good

This article addresses safety-related bullying that is likely to be unintentional, but nevertheless occurs and inhibits the level of safety engagement needed among employees to optimize injury-prevention programs.