The situation at the XYZ Air Base Wing Safety Office is gravely desperate; the safety team has atrophied to an ineffective group of four personnel who are unable to employ “Safety First” as a culture for the Wing. Moreover, the group is unable to collectively attack and resolve any safety crisis such as the one we face now. Four lives within the Wing have been lost due to the absence of a “Safety First” culture. I am the newly appointed Wing Safety Officer whom Colonel (Col) Ellen Parker has tasked with correcting the current trend of poor driving safety that resulted in 15 recent traffic accidents (to include the four lives lost). In this paper, I will analyze the former Wing Safety Officer’s – Captain (Capt) Carl Matthews – leadership …show more content…
Col Parker highlighted Mr. DeBurgh has “been around for decades and has won every safety award the Air Force has to give.” Capt Matthews’ laissez-faire leadership behavior has alienated Mr. DeBurgh to the point where he was no longer motivated for tackling the safety crisis and was happy to just “sit and color.”
Capt Matthew’s failure to lead his team was not due solely on his “laissez faire” leadership behavior. He attempted to use Contingent Reward (CR) – a transactional leadership behavior – to motivate Mr. DeBurgh. Following the successful IG inspection, Capt Matthews “rewarded” Mr. DeBurgh with time off for which Mr. DeBurgh gave a “grunt” reaction. Capt Matthews failed to understand Mr. DeBurgh’s motivation; the sheer fact that Mr. DeBurgh had recently “donated” leave to another friend indicated he was not motivated for time off. Thus, Capt Matthew’s “carrot” did not yield the desired effect. Thus, Capt Matthews’ attempt to exhibit active leadership failed which – in essence – meant that leadership failed; this leads us to our persistent problem today.
Now that we have identified the FRLM behaviors that has kept the team from solving the traffic safety crisis, we must now apply FRLM and teambuilding concepts to stage a leadership intervention and develop my staff into a team poised to address the traffic accident trend. Each person of the Wing Safety Office team has unique background and
I have been newly assigned by the Wing Commander to be the supervisor of XYZ Air Base Wing Safety Office. The base has recently suffered from a series of off-base traffic accidents involving service members and their dependents, and there was evidence that the Wing Safety Office was not functioning as a team. The Wing Commander has tasked me with rebuilding the Wing Safety Office as a functioning team and enhance their ability to perform and succeed. The members of my safety team are First Lieutenant (1st Lt) Kirk Johnson, Master Sergeant (MSgt) John Jones, Staff Sergeant (SSgt) Yolanda Williamson, and Mr. Clark DeBurgh. I will discuss the application of three of the eight Full Range Leadership Model (FRLM) behaviors by Arenas,
BEING A LECTURE PRESENTED BY ENGR. BG IBRAHIM fwc ACM (SED) AT SAFETY MANAGERS TRAINING PROGRAMME AT FRSC ACADEMY, JOS ON THE 28TH AUGUST,2009.
In a culture of safety here at Beckman and Coulter, our team players are not merely encouraged towards change; they act only on a need be basis. Inaction in the face of our safety problems is unmentionable, eventually causing pressure from all directions, even peers and leadership. Beckman and Coulter has no room in our culture for those who point fingers and say safety is not their responsibility. We need to act now, it is a problem that everyone is involved with.
Safety, risk management and mission accomplishment are mutually dependent. As leaders we owe it to our personnel to maintain a solid safety program by identifying, managing, and assessing safety and occupational health risk associated with Army operations. Safety and occupational health responsibility and accountability will be built into all activities conducted through the Command to eliminate or minimize personnel, equipment, and resource losses. The safety of all of our personnel and equipment is best assured through well planned operations and adherence to standards and discipline. Accidents most likely result from problems or deficiencies in performance, leadership, training, standards, or support. The Army’s risk management process
This document has been developed by Aerosafe Risk Management (Aerosafe) in reponse to a specific body of work that was commissioned by the Offshore Helicopter Safety Inquiry. The background intellectual property expressed through the methodologies, models, copyright, patent and trade secrets used to produce the Offhore Helicopter Safety Inquiry Overview of best practice in Organizational & Safety Culture remains the property of Aerosafe.
Safety Cases. Another failing highlighted in the paper which could be traced back before Sir Malcolm’s time, but not addressed during it, is that of the failing nature of Defence Safety Cases. Again, a lack of formal training, and a reliance on out sourcing, was highlighted. A leader needs to ensure that their people are trained in what they require them to do. In this case the individual IPTs and indeed the hierarchy above them, were lacking in Safety Analysis training. The restructuring put forward by McKinsey was not challenged to the point that maybe it should have been; in order to do this the person challenging it must be coming from an informed position.
The attitudes and behaviors of responders who accept dangerous and unsafe acts are a part of the job or heroic must change if firefighter death and injuries are to be reduced (Ford, 2012). The use of policies and procedures can provide guidance while responding to and returning from emergency scenes. Some polices that may be used to reduce near misses, injuries and deaths are recurring the use of seat belts, implementing polices for stopping an emergency vehicle, and restrictions on excessive speed.
As chief executive my role is to create and promote a culture that is responsive to the needs and concerns pertaining to public safety and service as required throughout the community. Effective leadership in public safety covers a wide number of issues that require a complex level of competences. This paper will demonstrate my understanding how the internal and external elements of public safety and service need to be managed as they relate to six topics: ethics in public safety, human and community service delivery, cultural diversity in public safety, group dynamics, human resources in public safety, and America's homeland security.
This model was also successful in limiting relatively simple type of incidents. The result of the research around human behaviour in an organisational context reveals that 88% of accidents are due to unsafe work behaviours. However, this result emphasise that strategic program should include data gathered from other field, such as industrial and organisational behaviour for promoting safety culture within the system. In addition, as there is only a single triggering factor that leads to an accident, it is rather more straightforward to control and prevent the cause or impose recommendation (Health and Safety Professional Alliance,2012).
The culture at GM got hit drastically when it came to investigators finding out that a problem was not fixed immediately within the cars of thousands of people over a period of several years. The case study revolves around how GM has had to change their cultural views, procedure changes, and many other changes within the company to ensure a problem like this never happens again. Mary Barra, CEO of General Motors has created a new path for the company by showing the victims her gratitude and sincere apology when finding reports on the dangerous cars she is just beginning to learn about.
Most safety professionals would agree to adequately assess an organization’s safety culture you must first develop a series of indicators to gauge performance. Those indicators should be a combination of both lagging and leading. To understand what those indicators are we must first understand the difference between lagging and
Managementbriefs.com states that a “Strong clear leadership from Management and team leadership is essential in creating a safety culture
We’ve spent the last years in aviation focusing on increasing safety by trying to perfect aircraft to only learn, as Wilbur Wright stated, “...the safety of the operator is more important than any other point. Greater prudence is needed rather than greater skill.” This meaning that it isn’t the technology or the aircrews’ individual capabilities; it is the lack of caution and preparation instilled into the aircrew. Information gathered from flight data recorders, FDRs, and cockpit voice recorders, CVRs, revealed new insights on aircraft accidents. The result of several accidents was
An organisation’s managerial leadership and commitment is defined from the top levels and filters through to the front line worker. Leadership inspires and motivates only when it is consistent. What management do or do not do including providing resources, their personal actions or the method of communication can motivate or demotivate workers (Cutchfield and Roughton, 2014). It has been identified that leadership language, behaviour and trustworthiness shapes the beliefs and behaviours within an organisation. This means that ultimately leaders play a key role and may either promote or detract from a safety culture (Cooper, 1998; NOPSEMA , 2013).
use knowledge, innovation, and education to build a culture of safety and resilience at all levels;