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(musical tones)

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(applause)

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- When you hear the term 
occupational safety and health,

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I'm curious what comes to mind.

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Probably OSHA,

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compliance,

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other unpleasantries 
in the workplace.

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And that's a very, almost 
narrow and limiting view.

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What I'm going to 
do over the next 10 minutes

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is try to convince you that 
there is a lot of potential,

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untapped potential, if we 
practice safety properly.

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Every year, the US Bureau 
of Labor Statistics

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publishes reports on 
where fatalities occur,

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the causes of fatalities,

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and the same with the 
nonfatal injury and illnesses.

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And we study that here, and 
businesses look at this.

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The problem is I 
think it unfairly

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stereotypes certain industries,

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or causes us to sort of blanket

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and just focus on 
certain things.

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I started my career as a 
compliance officer with OSHA,

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that's how I cut 
my teeth in safety.

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And so what I'm gonna be 
sharing with you today

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comes from a culmination 
of over 20 years

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of experience, 
studies, research,

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and this one figure here from 
the report is interesting

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'cause it kind of 
encapsulates a lot of things.

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Now when I was a 
compliance officer,

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I was doing enforcement work,

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but I was hearing and I was 
listening to the workers,

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listening to management 
and I noticed things,

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that there is more like 
these social aspects

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of an organization, 
or the relationships,

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we'll say relationships.

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And that's what seemed 
to be more indicative

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of a safe workplace 
than all the compliance,

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and programs, and rules, 
and all this stuff.

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And, as you'll see 
here, smaller companies

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have much lower accident 
rates than bigger companies.

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They don't have the resources, 
they probably don't even

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have a safety professional 
working for them.

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Why is that?

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Well, I noticed that it was 
people trust each other.

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They talk to each other.

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They knew how to work around 
the constraints of work

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or had the control or autonomy

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to redesign their own work

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to mitigate the 
hazards that are there.

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In 2009, I was lucky 
enough to be asked

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to be the lead safety volunteer

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for the show Extreme 
Makeover: Home Edition.

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So, up in northern Wisconsin,

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I was called on a 
Friday afternoon.

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They said, "We've 
been calling around,

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"you were recommended."

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Of course, I'm a professor,

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so I'm sitting around, right?

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Just kidding, no, I wasn't.

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But I said, "Sure, I'll help 
out, what do I have to do?"

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They said, "Well, on Monday,

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"we're gonna be knocking 
on the family's door,

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"and you need to supply 
two safety professionals

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"on-site 24/7 for that week."

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Okay, lucky I have 
a lot of friends.

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I tapped into my 
resources, within 72 hours,

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I had a full schedule 
of safety professionals

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who were gonna 
on-site at all times.

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Now, what's 
interesting about this,

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is that we didn't 
come in and go,

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"Okay, here are the OSHA 
standards, follow them."

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What we did is I set 
up some principles,

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those principles being 
let's help people.

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We're not gonna, you know, 
force people to do this,

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we're gonna help people.

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If somebody doesn't 
have head protection,

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we're gonna bring it to them.

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If somebody needs helps 
lifting something, 
we're gonna help lift.

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But more importantly 
is we had to protect

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the non-skilled 
volunteers on-site.

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The people who clamored 
to be on a TV show,

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they were our biggest hazard.

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And so we started a 
training program for them,

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and then we had 
them only go on-site

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when they are 
mentored or supervised

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by one of the experts,

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the people who were 
construction folk volunteering.

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And we were very 
successful with this.

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And the other thing that I did

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is I instituted a journal,

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so that each group that 
handed off to the next group

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saw what the previous group did,

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understood the training, 
maybe things they found,

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and it actually evolved 
as it went through.

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And you have to do that 
with a construction site

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because the construction 
site evolves.

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And so we were very successful,

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and we provided this family 
with a wonderful new home,

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which they gratefully accepted.

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What I want to share 
with you now is

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seven principles, or I call 
my philosophy on safety,

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and I think it really 
will give you insight into

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how I practice, how I teach, 
and how I research safety.

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A very, I don't know 
if you'd call it new,

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but an innovative look at it.

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Safety is an attribute of work,

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and what I mean by that is I 
picture everything as a system.

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So there's elements that are 
interacting with each other,

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and it's complex.

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And if we oversimplify 
a complex issue,

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we're not gonna solve 
it, we're gonna be wrong.

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No offense to Occam.

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Okay, wow, flat. 
(laughter)

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But it all started really with 
the Industrial Revolution,

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Industrial Revolution gave 
birth to the work organization.

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People working together 
for a specific purpose,

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but there's a lot of 
complexities there.

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We had new forms of technology,

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and we still have new 
forms of technology.

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We have new chemicals, 
we have new issues,

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and how are we allowing 
the individuals

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who are hired to 
do specific tasks?

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Do we give them the 
tools, the knowledge,

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in order to be successful?

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That they can ask for 
help when they need it,

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where they can take time 
to go get the right tool,

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or to control their 
own work environment

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so they can mitigate 
whatever hazards are there

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or avoid the exposure.

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And so, if we take 
safety out of work,

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if we take it out of 
the design of work,

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unmoor it from that, we're 
gonna be unsuccessful.

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And it's gonna make 
the job not as fun.

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And it's gonna make 
our relationships,

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it's gonna destroy them.

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And we're not gonna communicate,

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and then all things go 
mad, not just safety.

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I said bad, not mad, 
sorry about that.

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I believe all workers 
want to do a good job,

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at least initially when 
they're first hired.

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The problem is if 
we don't give them

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the opportunity to 
get some satisfaction,

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to feel appreciated 
for the work they do,

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or if we don't give them 
an opportunity to succeed,

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we're not gonna achieve that.

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And I believe safety is linked

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to people being able 
to do a good job.

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And so, therefore, 
if I study work,

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I study the job itself, 
but not just that,

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what's their relationship 
with coworkers?

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With the relationship 
with their supervisor?

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How often do they 
see top management?

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All these things 
are very critical

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to their ability to understand 
their job completely,

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to appreciate what they do,

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to be proud that they're 
getting something done,

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and they're doing 
it in a safe manner,

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because you can get something 
done safely or unsafely.

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And if safety is removed,

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and it's incongruent 
to the work rule,

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what are workers gonna choose?

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What are supervisors 
gonna choose?

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They're there to 
get the work done,

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if safety's not part of 
that, well, so be it.

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All people want to 
be treated fairly,

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that's very, very consistent.

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I know there are 
theory out there,

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Maslow's Hierarchy of Needs,

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you've probably heard of that.

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B.F. Skinner's ABC 
Model, fine, good.

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I believe Adams' Equity 
Theory explains more

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why people change their 
attitude and behavior

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and do certain things, 
than anything else.

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You've heard of a fair day's 
pay for a fair day's work,

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that's the foundation of it.

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Back in the '60s, Adams 
came up with that.

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It's been extended in 
the '80s by Greenberg

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to organizational justice.

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If we perceive 
injustice or unfairness,

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that greatly affects us

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and our relationships 
at our workplace.

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Which, in turn, affects our 
communication in the workplace.

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Which, in turn, allows 
things to go bad very quickly

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if we don't do 
something about it.

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People do not try to get hurt.

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They just, they're 
trying to get a job done,

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and if we don't consider 
all aspects of the job,

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which could lead to exposure,

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I know you guys are starting 
to see the pictures.

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(laughter)

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It happens.

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But they don't 
intend to get hurt.

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Going back to fairness.

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We have this inert desire,

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it's called the fundamental 
attribution error,

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that when we see someone 
get hurt, we blame them.

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We do that.

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But when you're the 
one who got hurt,

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you can usually identify 
external factors that led to it.

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That's what I'm talking about,

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the design of work,

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external factors that are 
complex and interacting.

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But if we blame someone 
and they got hurt

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because they're trying 
to do a good job,

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and safety is not there 
and we blame them,

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that really affects them.

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That affects the entire social 
fabric of an organization,

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and that's something 
I've studied.

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If I had more time, 
I would definitely 
share all that with you,

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but, believe me, people 
do not want to get hurt.

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We need to make them so they 
can do their job successfully

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and really be excited 
about what they're doing,

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but do it in a safe 
manner as well.

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If we assume that all workers 
have everything they need

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to get their job done 
successfully, we're wrong.

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We need everybody 
to be successful,

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if not, then somebody 
has to make up for it.

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Organizations are 
only successful

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as the success of 
each individual,

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that's how I approach safety.

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It sounds different, 
doesn't it, it is.

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I want everybody to be 
able to get their job done,

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because nothing is static.

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Things change day 
in and day out.

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We have new workers coming in,

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we have new 
technology coming in.

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It's a constant 
effort to understand

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what may be preventing 
someone from being successful,

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or affect some relationship 
with an organization

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because all that affects safety,

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it affects productivity, 
it affects satisfaction.

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I'm highly analytical, I 
measure a lot of things,

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and by doing so and by looking 
at the work system itself,

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I can understand safety 
from multiple factions.

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I'm not just gonna justify 
a change in the work

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because OSHA might 
come in and cite it?

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No, that's not a 
good justification.

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I can link it to productivity, 
I can link it to savings.

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You know, if someone gets hurt, 
that's gonna slow things down.

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That's gonna affect 
mindset of people.

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One example, but this is 
throughout my entire life,

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when my kids see a 
commercial on a new toy,

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they're like "Daddy, 
we want that."

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I'm like, "Here, fill 
out this form here,

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"about what you think 
the quality will be,

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"how much you'll play with it,

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"and I'll see if I 
can cost justify it."

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You know you can make 
kids like old toys

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by repurposing them 
as Christmas gifts.

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Just saying. 
(laughter)

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Not Santa, but Christmas gifts.

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They don't know.

252
00:09:37,100 --> 00:09:41,733
I'm concerned by a heightened

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attention to people 
wanting to adopt

254
00:09:45,200 --> 00:09:47,533
what other companies are doing 
because they're successful.

255
00:09:47,633 --> 00:09:49,533
I believe it's the 
journey we go on,

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it's the techniques that 
we replicate every day

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with a focus on 
improving the work,

258
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improving the success 
of the individual,

259
00:09:56,000 --> 00:09:58,900
which ultimately creates a 
functional safety program.

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But too often people 
are trying to buy it,

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the magic pill, 
the silver bullet.

262
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I'm saying right here and now 
we can't buy a safety program.

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We can't say, "Oh, there's 
a safe organization,"

264
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and mimic what they do 
because we will fail.

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We have to go through a 
journey in order to get there.

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So, almost ending on time,

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what I want to share 
with all of you,

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we are new to the 
business school.

269
00:10:21,266 --> 00:10:23,633
We are the envy of a lot 
of safety degree programs

270
00:10:23,733 --> 00:10:26,933
around the US, there is 
enormous potential here.

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00:10:27,033 --> 00:10:28,666
I've got several student groups

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out serving companies right now,

273
00:10:30,466 --> 00:10:33,233
building their safety 
program from the roots up.

274
00:10:33,333 --> 00:10:36,466
We've got interns who, 
we've been very lucky,

275
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with their number of offers.

276
00:10:37,966 --> 00:10:39,033
We have interns going out

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00:10:39,133 --> 00:10:41,733
before they're doing 
their capstone.

278
00:10:41,833 --> 00:10:43,833
This summer I've got a 
lot of non-safety students

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00:10:43,933 --> 00:10:46,233
taking my intro safety course.

280
00:10:46,333 --> 00:10:48,200
So, I really want UW Whitewater

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to be the beacon of 
southern Wisconsin

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for class projects,

283
00:10:53,400 --> 00:10:56,000
for practical 
research, for interns,

284
00:10:56,100 --> 00:10:58,200
and I see more and more 
how safety can actually

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00:10:58,300 --> 00:11:02,166
be improving or providing 
management students,

286
00:11:02,266 --> 00:11:03,600
human resource 
students, by the way,

287
00:11:03,700 --> 00:11:05,566
there's a lot of potential 
for human resource students

288
00:11:05,666 --> 00:11:07,200
who have a safety 
background, I'm telling ya.

289
00:11:07,300 --> 00:11:09,766
I get people contact me with 
job offers all the time,

290
00:11:09,866 --> 00:11:11,433
I just don't know anybody yet.

291
00:11:11,533 --> 00:11:13,000
But the idea is,

292
00:11:13,100 --> 00:11:16,700
we should be the next generation

293
00:11:16,800 --> 00:11:18,633
that is going to really 
serve the safety field,

294
00:11:18,733 --> 00:11:21,600
because right now we 
can do a lot better,

295
00:11:21,700 --> 00:11:22,866
and I think here at Whitewater,

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00:11:22,966 --> 00:11:25,833
we can offer that 
to our community.

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00:11:28,333 --> 00:11:32,000
(applause)

298
00:11:32,100 --> 00:11:36,100
(upbeat music)