Do you value safety? Prove it with time and money. Put your reputation on the line. Then you will show results.

“In politics, your enemies can’t hurt you, but your friends will kill you.”

I had hoped that in the worst economic climate that most of us have ever seen we might see meaningful change in the safety profession. 

The concepts for Human Performance Improvement (HPI) have been advocated for use in safety programs for a number of years. 

You know about dissonance — that uncomfortable feeling you get when you believe strongly about one thing, but think, say or do another. 

How can top leaders be unaware of illegal practices, like the Murdoch organizational problems in Great Britain with the hacking of cell phones and paying off of police? 

How could this hypothetical but all too common scenario happen? 

The businesses I work with are all re-thinking their strategies to one extent or another. 

Distressing. Unacceptable. Mired in mediocrity. I’m paraphrasing, but that’s the essence of the American Society of Safety Engineers’ (ASSE) reaction last month to news from the U.S. Bureau of Labor Statistics that a total of 4,547 workers died on the job in 2010 compared with 4,551 from 2009. 

In today's information rich world I find it difficult to understand the thinking of principles of companies that do not believe in instituting safety programs. Even if it is required! Is it me or do you find similar finding in your line of work?