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  • CM Course1 EnvironmentHealthSafety Handout Part2

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    Esmail Hesham
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    The document outlines four barriers to learning and change: not recognizing what we see, not saying what we think, not doing what we say, and not seeing what we do. It then contrasts a project with management by rules versus leadership by vision, noting key differences like how regulators and training are viewed, who owns the work environment, how discipline is enforced, and employee awareness and beliefs. Finally, it shows a diagram relating competency and experience/awareness to perceived risk over time.

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    CM_Course1_EnvironmentHealthSafety_Handout_part2

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    The document outlines four barriers to learning and change: not recognizing what we see, not saying what we think, not doing what we say, and not seeing what we do. It then contrasts a project with management by rules versus leadership by vision, noting key differences like how regulators and training are viewed, who owns the work environment, how discipline is enforced, and employee awareness and beliefs. Finally, it shows a diagram relating competency and experience/awareness to perceived risk over time.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    2 views6 pages

    CM Course1 EnvironmentHealthSafety Handout Part2

    Uploaded by

    Esmail Hesham
    The document outlines four barriers to learning and change: not recognizing what we see, not saying what we think, not doing what we say, and not seeing what we do. It then contrasts a project with management by rules versus leadership by vision, noting key differences like how regulators and training are viewed, who owns the work environment, how discipline is enforced, and employee awareness and beliefs. Finally, it shows a diagram relating competency and experience/awareness to perceived risk over time.

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    © All Rights Reserved
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    of 6

    Our opportunity

    The blind spot


    Four barriers to learning and change
    THINK

    1. 2.
    Not to Not to say
    recognize what we
    what we think
    see
    SEE SAY

    4. 3.
    Not to Not to do
    see what what we
    we do say

    DO
    A Project with Management by Rules Looks Like…

    • You know something is missing


    • Regulators are feared
    • Employees cannot describe safety in a personal way
    • Training is viewed as an obligation
    • “It’s not my job” is the credo
    • Discipline is inconsistent and imposed by management
    • Employees are unaware of their group’s performance
    • Employees believe danger is part of the job
    • Employees know they can’t make a difference
    A Project with Leadership by Vision Looks Like…
    • You see it, realize it and can’t really define it
    • Regulators are welcomed
    • Employees can tell you what safety is to them
    • Training is viewed as an opportunity
    • Employees own their work environment
    • Discipline is defined and enforced by peers
    • Employees are aware of their group’s performance
    • No one believes they are safe enough
    • Employees know they make a difference
    Relationship of competency
    Relationship of competency to risk to risk
    Knowledge & Skills
    “Scared stiff”

    Perceived
    Danger
    Experience & Awareness

    IFE ZONE

    “Some basic knowledge “Asleep at the wheel”


    minimal hands on experience”

    Time

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