The 2006 animated classic, Over the Hedge, is a very funny movie; like its contemporaries, it’s filled aplenty with societal digs and nuances. I particularly like the scene where RJ the raccoon opportunistically coaxes Hammy the squirrel into acting like a rabid, rabies-infested animal in the plan to get some girl guides to relinquish their supply of Girl Guide biscuits which are packed neatly onto a cart (which RJ wants too!). At one point, when Hammy’s attempt at scaring the girls backfires, and he’s getting a hammering from them because they’re scared to death, his mentor, Verne the tortoise says to RJ, “He’s under attack!” RJ’s quick retort is sharp but predictable, “He’s working!” How many workplaces are like this?
The above dialogue reminds me of the occupational health and safety issues that many find themselves placed in with unscrupulous, greedy "RJ" employers taking advantage--prepared to deny the obvious in order to make more money or save costs.
Yet, it’s a game of Russian roulette. Not only do irresponsible, negligent employers face both criminal and civil law action in this game of chance and risk, they damage their own safety cultures. Their employees cooperate with the production over safety goals, and commitment to safety wanes.
The ‘systems approach’ to safety is fine but without a commensurate effort in the ‘culture approach’ the vast majority of the work is in vain. And it further destroys employer credibility in the light of edified employees. It’s no good having a fine OHS system on the shelf, called the ‘Safety Management System.’ It probably won’t save you one injury or illness. It will be more about having things looking good rather than the safety system actually being an effective injury and illness prevention program.
One thing I’ve learned about employees and safety is this: employees don’t know what they don’t know. If they’re not brought up to value their safety, they won’t--it’s the default. It’s as simple as that. They’ll take stupid risks for the employer or to make their work easier without even thinking of (or being swayed by) the consequences--it’s our human nature. When the consequences are so often soon, certain, and sizeable, safety doesn’t stand a chance, as the chances of injury or illness are low in comparison to the odds of getting away with ‘calculated risks.’ Irresponsible, ineffective employers and companies will then seek to blame injured or ill employees, not recognising or acknowledging their safety culture as the major influencing contributor.
The family values represented in Over the Hedge are very applicable to the workplace regarding safety; the ‘brother’s keeper’ type of program where experienced workers look after those less experienced under the guidance of caring supervisors and managers (playing the loving parent role) is how workplace safety was always supposed to work. No amount of manuals, procedures and policies will ever replace care and concern for fellow human beings.
Companies who structure safety like a family looking after its own (like Verne does in Over the Hedge) are on the right track as far as I’m concerned. Safety culture is most tested when the chips are down and the pressure’s on for production. When safety is the genuine first business priority, even after push comes to shove, safety culture cannot be anything but healthy--employees see that management is serious and full of integrity and courage for humane ideals. And this is also strongly linked, obviously, to employee morale.
Copyright © 2008, S. J. Wickham. All Rights Reserved Worldwide.
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