Dr. Steven Rogelberg is a chancellor’s professor at UNC Charlotte, former president of the Society for Industrial and Organizational Psychology, and author of Glad We Met: The Art and Science of 1:1 Meetings.
Accidents at work vary in size, shape, and form. They can range from minor worker injuries to a catastrophic failure in a nuclear power plant.
Extensive research has been conducted to identify approaches for mitigating risks and enhancing safety. These practices are now standard at High-Reliability Organizations (HROs) — like air traffic control, emergency services, and military sites — in the public and private sectors that have low accident rates despite complex operations.
HROs prioritize identifying unknowns
They achieve this through training and simulations on how to detect anomalies, leveling up employees’ skills — such as scanning and analyzing systems, problem analysis, and identifying root causes — through knowledge acquisition and drills. They empower employees to actively address a situation if it arises.
HROs focus on the long run
Ignoring future risks for the sake of short-term goals will increase the likelihood of accidents. That’s why HROs use reward-and-incentive systems that prioritize immediate safety and long-term benefits, operating under the crucial principle that “what gets measured gets managed.”
HROs emphasize open communication
These organizations encourage candid, transparent, two-way discussions around safety. Stories of excellent behaviors are shared; after-action reviews are performed for successes, near misses, and accidents. Active learning and reflection on safety is a part of the organization’s culture.
HROs also ensure that all employees understand the broader context of their work and its impact on the organization.
These practices are usually affordable to implement, and the potential to prevent accidents will offer significant advantages for any workplace.
