Cory Worden, PhD*(ABD), MS, CSHM, CSP, CHSP, ARM, REM, CESCO, AOHP, Region 2 Director, has over 15 years’ experience in safety. He has published six books; his work has been published by ASSP AOHP, ISHN, ISHM and more. Cory was the 2014 ISHM Safety Professional of the Year, a 2015 National Safety Council Rising Star of Safety, the 2016 ASSP Healthcare Practice Specialty Safety Professional of the Year, the 2017 AOHP National Extraordinary Member and the 2018 AOHP Extraordinary Services Award recipient.
In this series, the concept of and need for whistleblowers will be explored along with historical and present-day cases. In this part one, the concept of whistleblowers, OSHA’s language regarding them and types of whistleblower reports are explored.
In parts one and two of this three-part series, COVID-19’s hazard analysis, risk assessment and hazard controls were covered within the risk management construct. However, these functions only cover the first, planning half of the continual improvement cycle.
In part one of this three-part series, COVID 19’s hazard analysis and risk assessment were covered along with applicable risk management options. In part two, hazard controls stemming from the risk control option of risk management will be covered.
As the worldwide response to the COVID 19 pandemic continues, the United States’ death toll has exceeded 50,000 and, with testing still very much underway, the extent of the infected is unknown.
Lagging indicators are simply rates of injuries that have already happened. If we know how and why these incidents occurred, we can transfer this knowledge into our continual hazard analysis, improve our hazard controls, communicate them and begin to validate their use.
Unfortunately, many organizations have a false perception that merely employing someone in a safety capacity is a risk control, as in, “Your Honor, we did our due diligence in safety… see, we hired a Safety Person (points to the ‘Safety Person’).”
Safety professionals work diligently to engage both leaders and employees. But there is often a challenge: leaders wish their employees would just "be careful" without doing diligence to hazard identification, assessment and control. The result: workers claim leaders are only concerned with productivity and budgets.
High-reliability organizations create the safest and most effective operations and then constantly re-assess for any possibility of failure before an incident occurs, including near-miss events.
Many organizations find themselves in a recurring cycle of a game of proverbial whack-a-mole in trying to constantly identify and mitigate unsafe conditions and behaviors while both consistently reappear.
