Why buy a dog and bark yourself?

Effectiveness is critical in assessing one’s occupational health and safety (OHS) management system. One must be sure that the system works and to repair or improve that system when a deficiency is identified. We must create and maintain a safe system of work, and we must trust it and respect it.

So why do we feel the need to remind our colleagues of their OHS obligations, which the system has already educated them about? Indeed, they are grown-ups who know what they need to do and appreciate the importance of their own safety and the safety of their teams. Part of growing up is learning from one’s mistakes by experiencing the consequences of one’s decisions and actions. A large part of OHS management is keeping people from harm and recognising and accepting that people are integral to the management system.

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Two new books that challenge our OHS beliefs

I know the basics of occupational health and safety (OHS), but I struggle to integrate those basics into the changing world of work. As such, I have been reading about work’s socioeconomic, political, and philosophical context and how I can adapt OHS to workers’ needs and employers’ desires. Two books I purchased last week are challenging my understanding of work and OHS. Unsurprisingly, neither of them is about OHS. We often learn more about our own OHS discipline from how others see it.

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What are the most substantial impediments to improving the health and safety of workers?

This is the second in a possible series of articles based on an artificial intelligence analysis of decades of audio interviews and recordings with occupational health and safety professionals, academics, lawyers and more used for this blog and my other writings. This time, I asked:

What are the most substantial impediments to improving the health and safety of workers?

Several substantial impediments to improving worker health and safety emerge from the conversations:

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Plenty of what and how with a little bit of why

Psychosocial hazards are gaining attention online, but the pace of change remains sloth-like. Two recent online events provide good, basic occupational health and safety (OHS) and organisational psychology information and some insight into the slow pace.

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To understand Safety, one must understand Work

To understand occupational health and safety (OHS), you must understand the broader topic of work. Work is not necessarily more complex than OHS, but there are more opportunities to be distracted.

Earlier this year, Andrea Komlosy‘s excellent analysis of work—”Work—The last 1,000 years“—was published in English for the first time. The book hardly discusses OHS, but Komlosy’s feminist and European perspective is refreshing after reading narrow and insular analyses from the United States.

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The Human Resources changes required for mentally safe workplaces.

In a recent LinkedIn discussion Professor Johanna Macneil asked me how the Human Resources (HR) discipline should change to meet the “new” occupational health and safety (OHS) duties about psychosocial hazards. Below is my response:

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The immediate future of OHS in the UK

Later this week, the United Kingdom hosts an election which the Labour Party, the “party of working people,” is expected to win. Its party manifesto has been out for some time, but its workplace strategy has received less attention. Given the synergies between the UK and Australian industrial relations and occupational health and safety (OHS), Labour’s Plan to Make Work Pay, deserves an outsider’s analysis.

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