Category: executives

Workplace bullying in the police force illustrates the challenges of change management

There are two newspaper reports in Australia on 21 June 2012 about the Victorian Police Force that illustrate a fractious safety culture and a major organisational and ideological impediment to reducing workplace bullying.

The Australian article ” OPI concedes failure against force’s culture” (only available to subscribers) states that:

‘The Office of Police Integrity has conceded it and other corruption fighting measures have failed to root out the entrenched culture of reprisals and mateship in pockets of the Victoria Police that seriously harms the force….”

“The OPI says current law fails to deal with why whistleblowers are targeted. ‘‘The legislated protections against retaliation do not address the root cause of reprisal — a workplace culture of misguided loyalty,’’ it argues.  “The protections are individualistic and short-term, tending to ‘look after’ victims and potential victims of reprisal rather than address why reprisal occurs.’’

“Despite the subsequent formation of the OPI and the beefing up of the Ombudsman’s powers, police still struggled to break free of the shackles of loyalty and the so-called brotherhood.’

The Age article, “A fifth of police bullied at work“, reports on a government survey circulated to 14,000 people.

‘The figures, provided to The Age, mean about 1250 of the 4200 police staff who completed the survey have seen bullying behaviour, while nearly 900 say they have been bullied.’ Continue reading “Workplace bullying in the police force illustrates the challenges of change management”

Through Wilful Blindness I begin to see

Put your hand over your ears and start saying La La La La La La La.  That is willful blindness (or, technically,deafness, but let’s not quibble).

Margaret Heffernan, author of a new paperback edition of  “Wilful Blindness  – Why we ignore the obvious at our peril“, discovered wilful blindness while researching the trial of the Enron executives.  Heffernan says that

“Judge [Simeon] Lake was applying the legal principle of wilful blindness: you are responsible if you could have known, and should have known, something which instead you strove not to see.” (page 1)

Heffernan’s book is not simply a new book on business management. Heffernan acknowledges that wilful blindness is not limited to a workplace, person or management theory.  She also says wilful blindness is not always a negative.  It is this breadth of approach to the topic that increases the worthiness of her book. Continue reading “Through Wilful Blindness I begin to see”

Another salary survey shows increased demand for OHS professionals

Australian recruiting company, Hays, has released its annual salary surveyin which it says that there is increasing demand for OHS professionals in Australia however the salary levels seem comparatively low, particularly at the entry-level. The survey says that the introduction of harmonised OHS laws in most Australian States has:

“…led to increased accountability and thus demand for high risk safety experts.”

It could be said that many safety experts have been “high risk” but the quote above places safety in a risk context.  Safety professionals must be able to understand and deal with business risks in the broader context.  In some sectors risk management integrates OHS but in others, where risk management is almost exclusively concerned with insurances and safety is the purview of a Health and Safety Representative, OHS is shunned as a foreign concept or a poorly under threat. Continue reading “Another salary survey shows increased demand for OHS professionals”

SafeWorkSA executive receives Queen’s Birthday honour

Every year I look through the Queen’s Birthday Honours list in Australia, looking for somebody who has been awarded an honour for services to occupational health and safety.  Almost every year, there is nothing but in 2012 one person was awarded a Public Service Medal “for outstanding public service in the area of occupational health and safely.”

This year, Michele Patterson, Executive Director of SafeWork SA was awarded the Public Service Medal.  There is an outline of the justification for the award online  (at page 389).

Congratulations.

Kevin Jones

Where can I get my own Cynthia Carroll?

The June 2012 edition of the Harvard Business Review includes a fascinating article (extract online ) on safety by the controversial CEO of Anglo American, Cynthia Carroll.  The whole article is well worth reading but there was one element that I found particularly interesting, Carroll’s mention of zero harm.

Carroll visited operations in South Africa where Anglo American employed 86,000 people from various cultural background s and literacy. She writes:

“When I visited the operations, my conversations with local managers were frustrating. Safety was improving, they assured me, but it would never be perfect. My goal of zero harm was simply not achievable. The head of our platinum operations at the time insisted repeatedly, “Cynthia, you just have to understand…” As I talked to people and examined the facilities, I wondered how much authority someone who is underground for hours on end, with a shift supervisor right behind him, really has. I questioned whether a line worker had the power to put up his hand and say, “I’m not going to do this, because it is unsafe.””

Following a fatality on the day of her visit and in conjunction with the safety concerns she had, Carroll closed the Rustenburg platinum mine for a structural safety makeover. Continue reading “Where can I get my own Cynthia Carroll?”

Latest Andrew Hopkins book focusses on engineering decisions

The latest Andrew Hopkins book steers clear of analysing corporate leadership, and this is a good thing.  Australian National University sociologist, Andrew Hopkins, has established an international reputation for his enlightening analyses of the failures of organisational culture in major disasters but his latest book, Disastrous Decisions: The Human and Organisational Causes of the Gulf of Mexico Blowout, purposely leaves leadership out.

This may disappoint many but Hopkins says that

“The critical role of top leaders in accident prevention cannot, however, be overstated.  It is they who must learn from major accidents and, unless they do, nothing can be expected to change.

There is one group of decision-makers that has received rather less attention in accident investigations: office-based engineers.” (page 8) Continue reading “Latest Andrew Hopkins book focusses on engineering decisions”

Safety leadership and culture require accountability

At the recent Safe Work Australia Awards, the Minister for Workplace Relations had a dig at “safety culture“, according to an article from the National Safety Council of Australia.   Bill Shorten said :

“It is not the systems or the fancy talk about culture that will save people’s lives.”

This has been interpreted by some as Shorten disparaging the advocates of safety culture.  I agree that safety culture can be used as a euphemism for “Act of God” and therefore take no preventative action but safety culture is not designed by Gods, it is designed and implemented by Chief Executive Officers and Boards of Directors, often under the rubric of “leadership”. Continue reading “Safety leadership and culture require accountability”

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