• Peter Bateman
    In the March/April edition of Safeguard magazine we pose three questions based on stories in the magazine. One of them is this:

    Carl Horsley says resilience is best viewed as a system property, yet wellbeing interventions often focus on building staff resilience rather than addressing systemic issues. What is the best - ie worst - example of this you've come across?

    Feel free to respond here on the Forum, or privately here via a Survey Monkey form.

    An edited selection of responses will be published in the May/June edition, but with no names attached. One randomly selected person will receive a prize, namely a copy of the book One Percent Safer, compiled and edited by Dr Andrew Sharman.
  • Hazardman
    a bad system will beat good people every time. Too many times we rely heavily on certain individuals, and when those individuals are taken out of the loop for any reason at all - the process is often not good enough to for it to be maintained. If the process was robust - it wouldn't matter who was following it - the end result should always be the same. And at the end of the day - what is easier? Change a persons behaviors or change the process? The trick is to only change the process when it is broken - not when it is not being followed and too hard to manage.
  • Garth Forsberg
    We are setting up a 3 pillar system of stress management:
    1) reducing and managing stressors at a system level (i.e. managing workload and overtime),
    2) improving resilience and mental wellness at a personal level (5 ways to mental wellness), and
    3) having a safety net when things go wrong, that includes Employee Assistance Service, emotional first aid training for managers and personal stress management plan training.

    One company I worked at had a stress management policy of "providing free massages on a Thursday." While that was nice, it didn't address any systemic issues or build staff resilience.
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