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Blame-free

As discussed earlier in this chapter, the main requirements to ensure an appropriate safety culture are similar to those which are advocated in quality management systems. These include active participation by the workforce in error and safety management initiatives, a blame-free culture which fosters the free flow of information, and an explicit policy which ensures that safety considerations will always be primary. In addition both operations and management staff need feedback which indicates that participation in error reduction programs has a real impact on the way in which the plant is operated and systems are designed. [Pg.22]

Disciplinary action is not part of the investigation. The management system for investigation should ensure that a blame-free policy precluding disciplinary action for honest mistakes is clearly stated and enforced. [Pg.26]

A related fallacy is if a company trains enough investigators, near misses will be reported so there is no need to establish a blame-free system. This assumption has been proven false when fear of blame is not addressed. [Pg.65]

Nurturing a blame-free, open culture within an organization is essential for the success of the incident investigation process. The investigation must focus on understanding ... [Pg.86]

How individuals within an organisation are expected to prioritise safety in then-day to day work as part of a safety culture and how concerns can be raised in a blame-free, non-prejudicial manner. [Pg.128]

Dr. Mark A. Friend (2012) also mentions creating a blame-free environment as a prerequisite for safety culture change ... [Pg.111]

Set up a blame-free culture when possible and appropriate. Employees should be willing and able to report safety problems they observe without fear of repercussion. Exceptions to this include situations where employees clearly violate rules or safety procedures, (personal communication)... [Pg.111]

Fear of reprisals common Generally blame free reporting... [Pg.27]

Besides the two nation-dependerrt factors mentioned previously, the factors elicited from the Japanese sample covered or conceptrrally overlapped with most core elements of safety crrlture. For irrstance, the Japanese construct included a dimension on work pressure - which was labelled attitudes to work pressrue . Most of other dimensions had the same labels as or were closely related to the core elements of safety crrltirre leadership, communication, blame-free, teamwork, safety awareness, workload aad stress, competence arrd job satisfaction. In addition, essential elements of natiorral crrlture (Hofstede 1991 2001) were included power distance, and collectivism-individualism. [Pg.72]

Partial resnlts in the Japanese snrvey are shown in Table 4.2 in terms of the percentage of positive respondents for each factor of safety culture as well as significance levels across fom professional groups - although every factor was significantly different. As an overall trend, almost all Japanese healthcare professionals have a strong awareness of communication as well as strong respect for seniority and senior members. There is a small power distance as well as a blame-free atmosphere within a hospital. [Pg.73]

From these resrrlts, it can be seen that a positive safety culture contributes to favorrrable staff attitudes related to patierrt safety. In particular, small power distance arrd blame-free atmosphere appeared as the most effective elements of safety crrlture for positive staff attitrrdes and behaviours to error reporting and interaction with the patierrt after the adverse event. [Pg.88]

The centerpiece of JCAHO s new approach to sentinel events under Accreditation Watch was root cause analysis (RCA)—the process of continually asking why questions to uncover hidden, underlying causes of harm and near misses. At that point, a final procedure had not yet been developed for conducting RCAs, so the RCA on the baby s death was undertaken in close collaboration with JCAHO. The hospital leadership set the tone and supported a system-oriented, blame-free approach as the analysis was conducted in a two-month multi-step iterative process. The analysis was long, tedious, and worthwhile. [Pg.8]

Creation of a blame-free environment where individuals report errors without fear... [Pg.311]

Behavioral safety is used to blame employees. Behavioral experts agree that if behavioral safety is used to blame employees it will not work. Blaming employees is the opposite to a proper approach to behavioral safety. Proper applications of behavioral safety generally include a blame-free or no-fault understanding as part of the process itself. [Pg.255]

A risk assessment can be performed retrospectively or prospectively. If an adverse event - whether a complaint, a deviation or adverse effect - happens it will be analysed retrospectively. Staff will be convinced about the necessity for any action. When staff do not report incidents however or do not qualify them as important the improvement process may be missed. For risk assessment a blame-free culture in the organisation is very important. [Pg.427]

Compliance embedded in day-to-day activities Key risk indicators with established limits, monitoring of safety risk within limits, corrective actions when thresholds exceeded Leadership and managers demonstrate safety Staff support safety daOy Blame-free culture Safety focus on creating value to business units at a competitive price... [Pg.32]


See other pages where Blame-free is mentioned: [Pg.349]    [Pg.349]    [Pg.350]    [Pg.354]    [Pg.357]    [Pg.358]    [Pg.26]    [Pg.65]    [Pg.463]    [Pg.236]    [Pg.111]    [Pg.135]    [Pg.71]    [Pg.73]    [Pg.74]    [Pg.75]    [Pg.76]    [Pg.76]    [Pg.77]    [Pg.85]    [Pg.85]    [Pg.86]    [Pg.87]    [Pg.88]    [Pg.122]    [Pg.272]    [Pg.5]    [Pg.142]    [Pg.311]    [Pg.291]   
See also in sourсe #XX -- [ Pg.72 ]




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