A favourite phrase we often use when speaking with our clients is: ‘The good thing about our job is that we get to visit really many companies and we therefore get to experience many different but also identical challenges’. Hence, we get to see when safety performance initiatives stick and when they don’t. This article will try to come up with a plausible answer to the following question: What can organisations do to ensure that their efforts to build a more resilient safety culture are embedded and sustained?Read more >
Being confident about your job, your skills and yourself is likely to have a positive effect on how you do your job. But this confidence leading to safety-efficacy is impacted by many factors. This article is the second about safety-efficacy. It focuses on how the surrounding company culture influences the individuals’ safety-efficacy and it offers 3 suggestions to what companies can do to enhance its employees’ safety-efficacy. The relation between the company and the employee plays an important part.Read more >
In this article we introduce Safety-efficacy. Safety-efficacy is defined as an employee’s confidence that he or she has the skill to work safely in the context of a specific workplace environment. It has a positive impact on the safety performance, particularly if the company’s safety standard is high and if the employees safety skills are constantly developed. Read more in this article about how these factors go hand in hand.Read more >
Very often we hear questions like: What is resilience? How can we make the principles of resilience work on board? This article tries to come up with a few answers to questions like these. The key message is that resilience is stimulated through a high level of employee engagement. But how can we stimulate employee engagement? and how can the seafarers become better at explaining that they are building resilience?Read more >
A constantly returning request from the participants enrolled in the Green-Jakobsen safety leadership courses is advice on how to cultivate/change crew safety behaviour and awareness. This article argues that leaders who are consciously capable of creating/showing unexpected, different, grotesque or even wrong actions can stimulate change. It also argues that the strongest change is achieved when humans are fully aware of their own actions, beliefs and perception.
Based on these beliefs and to help leaders develop these skills five simple behaviour change strategies will be presented.
Safety must be communicated – constantly, credibly and convincingly! In order to do that it is vital to know the key elements of communication. A safety culture is influenced by what is said or not said about safety. Employees respond to what they hear and observe and this influences their attitudes.Read more >