One of the biggest challenges of safety is to make it work over a longer period. A fundamental condition for this is that both the leader and the subordinate feel that this investment creates value for them, resulting in visible and stable improvement.
In the programme, company’s managers discover the role of managers in relation to safety from multiple angles. The programme focuses on leadership example setting, responsibility, creating the right work atmosphere, and instead of a blaming culture it concentrates on a problem prevention culture.
company’s leaders receive practical methods regarding partnership communication and feedback, which they can immediately apply after the course to prevent accidents and draw general conclusions. We use real cases to raise the awareness of the significance of the topic to illustrate how various aspects of coinciding safety abnormalities may lead to a fatal accident.
- consciously apply safety management to create value both for the company and employees
- steer away from a blame culture
- spread the safety mindset in company and in their private life
- effectively communicate and give feedback to ensure and maintain safety rules and expectations educate team members about safety issues
- learning from a blaming culture: more danger
- definition of safety
- real life case studies
- the leadership role in safety
- The Rasmussen model on human action control
- error taxonomy by James Reason
- managerial feedback