Step 2 Creating the Safety Observation Process

Note The approach discussed in this chapter is based on Sulzer-Azaroff and Fellner (1984). We encourage you to read the original article, which includes an excellent example of a well-designed safety observation checklist from a paper mill. 

Second Edition Terry E. McSween Copyright 2003 John Wiley Sons, Inc. ISBN 0-471-22049-3 

As discussed previously, one of the benefits of an observation process is that employees who conduct observations learn to work more safely (see the discussion of the observer effect in Chapter 27). Observers begin to perform the behaviors on the checklist much more consistently, surprisingly even when they have not been observed or received feedback on their own safety practices. In addition, by conducting safety observations, employees are learning to identify hazards in their work areas, which may, at least in part, explain why they begin to work more safely. 

This approach to safety parallels the quality improvement efforts of many organizations. One of the key features of such efforts is a focus on the process rather than simply on outcomes. In safety, paying attention to the process means paying attention to safe practices. 

The observation process directs attention to and arranges feedback on how employees are doing their job. Several studies suggest the importance of verbal feedback in establishing and maintaining safe practices on the job (e.g., Komaki et al., 1980). The observation process arranges for regular opportunities for such feedback and helps ensure that it occurs. 

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