In the left column below are obstacles to a successful safety
and health program which have been identified by supervisors and
employees during several OSHA-sponsored workshops. In the right
column are ways they recommend to overcome these obstacles.
| To make a positive change in our
organization, I must be willing to help eliminate the
following obstacles: |
Therefore: |
| Fear of losing my job |
Trust in the system, do the right things and maintain
integrity |
| No money for needed changes |
Management must support |
| Risk in spending money for safety |
I must trust & must support management |
| "What's in it for me" attitude |
I must take personal responsibility |
| Many people want change but are afraid to take
responsibility for it |
I must stop worrying, trust and risk |
| No support from upper management |
Management must support |
| No time or follow-through from upper management |
Management must support & provide time &
resources |
| Make it work or "can do attitude" |
I must take personal responsibility & operate
within guidelines |
| Competing priorities - production is number one |
Management must balance |
| Work orders not completed even when signed off |
Management must provide resources then hold people
accountable |
| Overwhelmed with workload |
Management must provide resources and balance
competing pressures |
| Turnover too high |
Trust that it will decrease as culture and work
atmosphere improves |
| Double standards |
Everyone must play by same rules |
| Lack of trust - poor ethics within organization |
I must take personal responsibility, stop worrying,
trust and risk |
| Lack of open communication and listening |
I must be vulnerable and trusting |
| To make a positive change in our organization
I must be willing to help eliminate the following
obstacles: |
Therefore: |
| Fear and lack of trust |
Trust in the system and do the right things and
maintain integrity |
| Supervisor not willing to listen and support |
Supervisors must support and be open while I must
stop worrying, trust and risk |
| Communication is one way (top-down) |
Supervisors must risk being vulnerable and open up
while I must not wait to take personal responsibility for
my actions |
| Organization is not alignment on safety –
production is number one at the line level |
Management must support & provide time &
resources |
| Supervisors not willing to hear problems and receive
feedback |
Supervisors must risk being vulnerable and open up
while I must not wait to take personal responsibility for
my actions |
| Intimidation tactics |
If pressures are balanced and I stop worrying, trust
and risk, my supervisor will respond |
| People not willing to take personal responsibility -
too easy to shift blame |
I must take personal responsibility and operate
within guidelines, and must also hold my supervisor and
peers accountable |
| Production is number one |
Management must support and provide time and
resources |
| Lack of consistency & follow through - past
efforts fade away |
Management must realize and commit that this is a
long term effort. Excellence is a never ending journey. I
must always be willing to examine myself, receive
feedback, and be willing to improve through change |
| Them vs. Us attitude - Win-Lose |
Take responsibility for myself, operate from win-win. |
