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A Renaissance in Safety and Health Prevention: What you should know about Human and Organizational Performance (HOP)
Most business leaders want to operate high-performance workplaces that ensure effective worker protection. The problem often is that they don’t know how to get there. And when they ask safety and health professionals for guidance, we often don’t know what to tell them to do.
HOP is critical to creating a learning organization that has the intellect, capacity, and courage to identify and rectify systems issues within the organization. Simply put, efforts to enhance serious injury prevention will not succeed without it.
Every industrial hygienist (IH) knows this story. In the early 1920s, young women working at several U.S. Radium Corp. (USRC) plants across the U.S. and Canada painting glow-in-the-dark radium clock dials were becoming sick, some with grisly symptoms such as disintegrating jaws, horrible pain in their bones, and death from hemorrhages. Many developed massive sarcomas that riddled their bodies.
OSHA has extended the date by which employers must electronically report injury and illness data through the Injury Tracking Application (ITA) to December 15, 2017. It is important to note that the deadline to edit submitted data remains unchanged at December 31, 2017.
Forward-looking companies ORCHSE has worked with have implemented some of these practices. International Paper’s “It’s About LIFE,” or Life-changing Injury and Fatality Elimination, program has helped the company identify and focus on critical tasks.
ORCHSE integrates the degree of control and human and organizational performance factors into its risk assessment approach by developing a Severity/ Control Risk Matrix.
ORCHSE proposes a six-step solution to achieve a fatality and serious incident-free workplace. It is a new risk model that creates a separate track for addressing serious hazards.
Research conducted on human error, its causes, and consequences helps to elucidate this risk relationship. Human error is a symptom of trouble deeper inside a system, according to author Sydney Dekker. To explain failure, we must understand how workers’ assessments and actions made sense at the time given the circumstances that surrounded them. Workers themselves do not usually cause serious incidents.