October 2023CONSTRUCTIONTECHREVIEW.COM9Assumptions about MessagingMaking assumptions about what someone is trying to say or will say can be a dangerous mistake at work. Making assumptions about what message someone is trying to convey can be affected by mood, distractions, time pressure, etc.Poor word choices or long-winded messages can lead to confusion. Poor communication, gossip, rumor, or assumption-making create downstream problems. For example:A CEO asks his senior leadership for ideas to improve productivity. Senior management misinterprets the nature of the question, assuming the CEO means productivity needs to increase. By the time this simple question has been dissected and countless assumptions made filters through the ranks, the front-line supervisors feel their jobs are at risk. In response, they ramp up production schedules without proper planning. This downstream effect leads to shortcuts and unnecessary risks.The Need for Acceptance Can Be DangerousMany employees want to belong to their department or crew. Feeling part of a team is important, and thus, a willingness to prove oneself or go along with things is common among those at this stage. If these basic needs are not met, employee engagement in safety programs will be lower. Empowerment is feeling commitment, ownership, and self-motivation. This comes about when available resources, proper training, and opportunities are available to accomplish a task. In the context of acceptance, supervisors must be alert for potentially hazardous behaviors or conditions created by newer employees. New employees are less apt to feel empowered to speak up or tell a supervisor they lack experience in operating new equipment. They are most likely to enter a dangerous area or unsafe environment because they do not want to disappoint. ConclusionKnowing one's employees as human beings first is an essential element in any serious effort to establish a behavior-based safety program. Remember that each person's view of the world and their place in it influences decisions that lead to terrible consequences. Leaders do not need to be practicing psychologists to do this well. It simply takes a redirected focus, away from the endless processes and procedures that engulf many safety programs and a greater emphasis on the people side of things. Knowing one's employees as human beings first is an essential element toward any serious effort for establishing a behavior-based safety program
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