Safe Space

A safe space now needs to be created where employees can feel comfortable about discussing and reporting safety-related issues. This employee empowerment enables management to get a realistic picture of what the safety concerns are in the workplace. Real solutions can only come from the experts in the workplace—the employees. Employees need to be listened to. Reporting systems should be anonymous. In a positive safety culture it is not who reported, but what was reported. Focusing on the what is important because that is the risk that needs to be remedied. 

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Providing a safe space without judgment or unsolicited criticism. 

Often, the more acute or flagrant symptoms will begin to calm down during an initial session in which the vulnerable, overwhelmed person discovers an opportunity to relate to another person in a safe space. The most difficult people to help are those who have already been humiliated by oppressive psychiatric approaches and whose brains have been damaged by electroshock and neuroleptic drugs. 

The countermass of plastic flakes readily disperses without ricocheting, allowing the ARMBRUST to be safely fired within two feet of solid wall.Most AT weapons produce a backblast which requires 20-30 feet of safe space at the rear. 

Another function of this rule of secrecy is to provide a safe space for members of the group to talk about their feelings and experiences. You are not going to share your deepest feelings if you think they will be broadcast all over town. This kind of confidentiality is used in almost all growth groups. 

The final factor influencing the allocation was the new entrants reserve. As the projected emissions were based on micro data, the allowances for newly commissioned installations were added on top of these emissions. The size of the reserve was set to provide a safe space for the further development of the economy, as only limited information about the planned installations to be put into operation during the first trading period was available, based on the indications of companies. No specific research for this purpose was made. 

For a safety culture change intervention to be successful, there must be a climate of trust between employees and management. This includes declaring a truce and moving the focus away from injury blame fixing and fault finding to a safe space where injuries can be reported without fear of reprimand—a space where employees safety concerns can be freely expressed. This amnesty is the only way to create a climate in which old embedded safety habits and beliefs can change. 

Employees should be empowered to take part in safety decisions and to participate in the safety management system. Part of this is the establishment of employee authority, safety responsibility, and accountability for all levels. One of the best methods for employee empowerment is a facilitated workshop where management is encouraged to talk to the employees. This should be held in a safe space. The facilitator asks employees to list the things that could be done to improve safety at the plant, and what hampers safety in the workplace. Once a list is compiled, the attendees are asked to list what actions are needed to rectify the identified stumbling blocks and also to assign responsibility for those actions. Once the critical few hazards have been isolated, commitments are made to take action to rectify either the behaviors or conditions to eliminate the listed potential accidents. It is simply a matter of the employees tell us how we can improve safety. ... 

Declaration of safety amnesty (no-blame culture) A safe space... 

Without safety amnesty no safety management system can be fuUy effective, and changing a safety culture will be almost impossible. Safety cultures can only be nurtured in a safe space. 

For safety culture improvements and change to be made, a safe space needs to be created. This is almost like declaring a truce and forming a common safe ground in which to manage safety change. 

In this chapter, we share with you the aspects of communication that mattered most to the thousands of employees and managers with whom we interacted. We analyzed their input into the following 12 themes Formal organizational cormnunication. Downward communication. Upward communication. Informal communication. One-on-one cormnunication. Increased communication. Transparency, Career development communication, Mode of communication. Receiving feedback, Safe space, and Multilingual communication. 

If one limits the calculated array keff to 0.90, for criticality safety, then curves of safe spacing vs the isolated, element k ff approach 0 90 instead of unity at large separations. This is exprated since the interaction approaches zero. The safe spacing Is strongly dependent upon the element reactivity. Most power reactors r uire large numbers of elements for criticality hence, the keff of their Isolated elements is small and safe spacings may be much less ttum 12 in. 

H. C. Paxton, has noted an empirical relationship between the critical volume per unit base area, or surface density, of an air-spaced plane array of discrete units of fissile material and the critical thickness of a uniform slab of the same material. It has been proposed that this relationship be used to establish safe spacing criteria by limiting stored units to some maximum fraction critical and the surface density to some fraction of the critical, uniform slab thickness. The fraction critical is defined as the ratio of the mass of a single unit to the bare critical mass of the same fissile material in a similar shape. In a more recent study, Gutman noted the complex behavior of arrays of metal units but suggested less conservative criteria than Paxton, for application to solution systems. 

The solid-angle method has been used for nearly 20 years to specify safe spacings for subcritical components of fissile materials. This method is based on the concept that neutron interaction is directly proportional to the solid angle subtended among fissile units and can be related to the neutron multiplication factor of an individual unit. 

H.A.P. Blom, S.H. Stroeve, M.H.C. Everdij and M.N.J. van der Park (2003a), Human cognition performance model to evaluate safe spacing in air traffic, Human Factors and Aerospace Safety, Vol. 3, pp. 59-82 H.A.P. Blom, M.B. Klompstra and G.J. Bakker (2003b), Accident risk assessment of simultaneous converging instrument approaches. Air Traffic Control Quarterly, Vol. 11, pp. 123-155. 

To make safety work, we should play the ball and not the man. A safe space must be ereated for reporting. Once the right atmosphere is created, near miss incident reporting will occur and slowly become the normal thing to do. 

The board can add a single agenda item extended conversations in response to the question, "What do we know and what don t we know about how we re doing with patient and employee safety " That conversation should prompt another one "And what should we do about it " People sometimes have the answers but are afraid to speak up. When senior leaders present self-critical reviews of their own safety-supporting behaviors, this creates a safe space for the continual upward reporting of near misses and mistakes. 

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