In the Jan/Feb edition of Safeguard we are asking for feedback on three questions arising from material published in the magazine.
The questions follow. You can respond to one or more questions in public here on the Forum, or privately
here via a Survey Monkey form
An edited selection of responses will be published in the Mar/Apr edition, but with no names attached. One random person will receive a prize!
Q1: Dr Paul Litchfield recommends H&S practitioners become experts in change management to minimise harm and put themselves at the centre of operations.
What kind of negative H&S outcomes have you observed during a change process?
Q2: Steven Shorrock says when people get together in small groups to talk about normal work, surprising and valuable insights can emerge, along with the discovery of their own abilities and power (‘assets’) as a community-of-interest.
What surprising insights have you encountered from such group conversations?
Q3: Drew McLean and Les Bak both observe that most incident investigations stop with a finding of human error and don’t proceed to consider organisational or other factors.
From your own experience, can you offer a particularly glaring example of such a limited investigation?
This discussion is closed to new comments.
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