The managerial tempo for many decades was stable, stable, stable, new management = restructuring, stable, stable…. Occupational health and safety (OHS) was relevant, if allowed, during the restructuring process when injuries, psychological illnesses and workers compensation claims increased. The frequency of those restructures has increased, often in relation to executive churn, to a point when an organisation seems to be in a state of constant instability, resulting in an increased role for OHS and a major focus on Change Management.
The Harvard Business Review (HBR) has released an article Continue reading “‘Thin’ advice on the management of change”
It is a common tactic for procrastinators to acknowledge a problem and then point to an ill-defined, fluffy concept as the problem because that fluffiness makes it almost impossible to change, some use the phrase “wicked problem” similarly. The fluffy concept may be too difficult for most to understand, or the benefits will not be quick enough or not fit into an unrealistic preconceived schedule. “Safety Culture”, or the currently preferred term “organisational culture that includes safety”, is often used to justify this procrastination.
Recently Australian media was entranced with an 
In late July 2018, the 
Australia currently has a lot of official inquiries into workplace issues that affect the occupational health and safety (OHS) of workers. It is almost impossible to keep up with them and, as a result, some important voices are being missed, but even if they spoke, there is a strong chance they will not be listened to. The Victorian Government has released the final report of the Inquiry into Penalty Rates and Fair Pay. There are two overt mentions of OHS that don’t seem to go anywhere.
Last time we looked at the Australian Senate Inquiry into “