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September 2018 Issue

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Many of today’s workplaces seek to create a formalized “safety culture,” an environment where employees practice behaviors that minimize accidents, look out for their co-workers and where reporting unsafe conditions is encouraged, not subject to retaliation, and frequently rewarded. It can be a great goal, but it often creates an exaggerated sense of safety where people need safety training to use a power strip and posters about how to get out of a car without tripping. The goal of creating a safety culture often ends up a corporate farce, since the best safety cultures are not created by artifice, but happen naturally because people really care.

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