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Leaders in safety-critical organisations face unique challenges. To set an example and establish a culture of safety in their organisation, safety leaders are expected to encourage cultural changes in the workplace while reducing work-related injuries.
This interactive workshop will explore the fundamentals of safety leadership. Attendees will gain the tools to take the next steps in improving safety culture and performance with direct and conscious action. Attendees will walk away with the tools and confidence to implement positive change in their organisation and demonstrate their leadership as a safety professional.
The meaning of safety leadership
- Why lead?
- The absence of leadership
- Different types of leaders
The practice of safety leadership
- The present leader
- Setting the example
- Building on blind spots
Preparing for the next steps
- Prime your workplace
- Culture encouragement
- Ready management
Future safety leadership
- Defining new pathways
- The road less travelled
- The integrated leader
The first step towards improving safety in your organisation is understanding your culture as a whole. By recognising there is room for growth, you can begin to empower your organisation to improve safety standards.
- Identify your organisation’s safety culture
- Recognise blind spots
- Steps to create cultural change
It’s easy to see the benefits of safety psychology, but putting theory into practice can be difficult. You must change attitudes, improve relationships, connect people and innovate. In this session, you’ll learn the core principles of safety psychology and how to apply them back at work.
-Imitation and modelling
-Solution versus problem messages
Safety begins with the actions of each member of an organisation. In this interactive session, Noel will explore a new approach of safety testing that you can implement in your company.
- Identify different character types
- Iron out bad habits
- Influence the uptake of safety practices
Ongoing safety strategies require due diligence to ensure that uptake is continuous. Julian will share what is required to sustain your safety plan in the long-term, ensuring pickup from key stakeholders.
- Sustain safety momentum
- Avoid safety burnout
- The cycle of safety confirmation
Safety culture in the past has traditionally been founded on a nonchalant attitude towards responsibility. To take action and prevent workplace accidents, a proactive approach is imperative. In this interactive panel discussion, you’ll hear how safety leaders have brought their safety culture into maturity.
- Manage New Zealand's safety culture
- Address burnout psychology
- Bring safety perspectives into the 21st century
Being present plays a role in your ongoing engagement and concentration at work. In this session, Kerene will explore how mindful concepts influence decision-making and help reduce work-related injuries.
- Be present in the workplace
- Purposeful decision making
- Apply mindfulness to work
A safety leader connects with employees through different methods to maintain engagement. In this session, James will share different ways to communicate and tailor your safety messaging to key stakeholders.
- Customised communication
- Safety through engagement and leadership
- Build ongoing rapport with key stakeholders
To effectively shift the perspectives and outcomes of safety strategies within your organisation, you must encourage self-motivation. Carl will explore how to create a culture of operators who don't act safely because they must, but because they understand why it’s important.
- Engage, enact and enable safety best practice
- Risk aversion through initiative
- Active safety conversations within your organisation
To ensure an effective transition during change periods, communication and transparency are key. Michelle will discuss the implications on safety during these times and how addressing gaps in knowledge ensures that best practice is maintained.
- Address the need for change
- Explore the employee's mind during change
- Guide the transition
Organisations have multiple priorities, but knowing how to keep your employees safe and productive while providing excellent customer service is imperative. In this session, you’ll learn how different organisational priorities can simultaneously influence employee safety attitudes and behaviours.
- How conflict between safety and production is perceived
- Achieve the goals of safety, quality and productivity
- Is safety climate incompatible with productivity and customer service?
Wellbeing in the workplace prompts a series of questions: What is the importance of wellbeing in safety? How does wellbeing influence the actions of a worker? Where does wellbeing fit in a safety strategy? Our panel of experts will address these questions and help you see the benefit of wellbeing in the workplace.
- How clarity of mind influences actions
- Creating a context of wellbeing
- Productivity through care
The moment of making a bad decision is swayed by a series of factors, one being stress. In this session, you’ll learn how a heavy workload and a dangerous environment can affect behaviour in this critical moment.
- Why people take risks
- The role of fatigue
- Create a safer environment
Reflect on the ideas shared throughout the day and learn how to apply these strategies back at work in this interactive roundtable.
The practice of safety psychology may be directly applied to your daily practice. With a hands-on tool kit that will challenge you to confront the current context of your workplace, you will be able to redefine your safety approach and rethink how safety plays a role in the minds of your employees.
This workshop will take you through the concepts of safety psychology before exploring strategies to implement them in your organisation. Examine the concepts from internal and external viewpoints to discover where your organisation must improve and where you can double down on strengths.
Internal psychological factors: Explore the internal factors that affect human actions and mindset
- Mindset (e.g. the assumptions, beliefs and values that influence a person’s response to, and interpretation of, situations)
- Cognitive biases (e.g. confirmation bias, expectation bias, selective attention)
- Types of human actions (e.g. human errors, risk taking behaviours, performance drift)
- Stress, fatigue
Internal factors applied
- Critique of internal perspective
- Tools to assist internal factors to support a safe and healthy workplace, (e.g. ABCs, 3Ds , 5 Ways to wellbeing)
External factors: Focus on why actions made sense at the time
- Explore the external factors that affect human actions and mindset
- Health and safety leadership
- Health and safety culture
External factors applied
- Critique of external perspective
- Tools to assist external factors o support safe and healthy workplaces (e.g. Work as imagined vs work as done, coaching conversations)
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