One of the critical barriers to overcome for any H&S individual is the various bias which exists when having an interaction out in the field. The most common cross purpose interaction pattern which plays out is the well-intentioned H&S person not understanding why the supervisor or superintendent is barreling down on them when they have chosen to complete an interaction on the pivotal task which all others hinge upon.
Word of advice – You are likely at a work site at the request of someone, often to assure them that the work is being conducted in line with the system requirements. How you do this is largely up to your own character, but don’t be an arse. If you want to do an interaction on a mission critical activity, spend the time and build a relationship with the work group supervisor and one up, earn their trust and let them tell you the best time to cause a disruption with minimal by-product.
Trust is often thought to have been exchanged from the part of the well-intentioned observer when often this is rarely the case. Quotes abound in a self-depreciating manner around ‘good intentions’. Don’t for a second believe that the individual you are looking to ‘help’ is aligned to your view of the world. Many people don’t appreciate the concept of sonder but it bears including here to reflect upon.
Another important concept is to understand what Liminal Thinking (Video) is.
Nine practices to help you minimise reality distortion, envision possibilities, and create positive change when conducting interactions can be summarised as:
1. Assume that you are not objective. If you’re part of the system you want to change, you’re part of the problem.
2. Empty your cup. You can’t learn new things without letting go of old things. Stop, look, and listen. Suspend judgment. What’s going on?
3. Create safe space. If you don’t understand the underlying need, nothing else matters. People will not share their innermost needs unless they feel safe, respected, and accepted for who they are.
4. Triangulate and validate. Look at situations from as many points of view as possible. Consider the possibility that seemingly different or contradictory beliefs may be valid. If something doesn’t make sense to you, then you’re missing something.
5. Ask questions, make connections. Try to understand people’s hopes, dreams and frustrations. Explore the social system and make connections to create new opportunities.
6. Disrupt routines. Many beliefs are embedded in habitual routines that run on autopilot. If a routine is a problem, disrupt the routine to create new possibilities.
7. Act as-if in the here-and-now. You can test beliefs even if you don’t believe they are true. All you need to do is act as if they were true and see what happens. If you find something that works, do more of it.
8. Make sense with stories. If you give people facts without a story, they will explain it within their existing belief system. The best way to promote a new or different belief is not with facts, but with a story.
9. Evolve yourself. If you can be open about how change affects you personally, you have a better chance of achieving your aims. To change the world, you must be willing to change yourself.
Read, reflect and embody the above – you’ll be surprised what you uncover and the change you’ll be able to affect
Reframe my Safety Brain 