Safety Coordinator Quotes

George B. Johnston of Enid, Oklahoma, is the safety coordinator for an engineering company. One of his responsibilities is to see that employees wear their hard hats whenever they are on the job in the field. He reported that whenever he came across workers who were not wearing hard hats, he would tell them with a lot of authority of the regulation and that they must comply. As a result he would get sullen acceptance, and often after he left, the workers would remove the hats. He decided to try a different approach. The next time he found some of the workers not wearing their hard hat, he asked if the hats were uncomfortable or did not fit properly. Then he reminded the men in a pleasant tone of voice that the hat was designed to protect them from injury and suggested that it always be worn on the job. The result was increased compliance with the regulation with no resentment or emotional upset.

A Cephalopod Wish by Stewart Stafford O, to be an Octopus, Sporting three hearts, Two that won't break, To go on and love more. O, to have its nine brains, To spread a migraine load, Fogless coordinates clear, A tower fire, now contained. O, to have a boneless form, A body fitted to life problems, Not ail from a tumour's grasp, Flee to safety in inky clouds. © Stewart Stafford, 2023. All rights reserved

for higher-class parents, children are ‘projects.’ They have tightly scheduled lives and coordinated activities; high-income parents spend significant time and energy thinking about how to fulfill their kids’ ‘potentials.’ For the working class and poor, Lareau argues, parenting is more about ‘the accomplishment of natural growth.’ Top priorities in these families are safety and health.

Coordinates streamed into her mind while she yanked on her environment suit, foregoing every safety check she’d ever learned. ‘Alex, we will try to help him together, but it is far too dangerous—’ She grabbed the module she used to access the circuitry of the ship, bypassed Valkyrie and fired up the Caeles Prism. ‘Alex—’ She opened a wormhole in the middle of the cabin, set its exit point at the coordinates Valkyrie had provided, and ran through it.

To understand why psychological safety promotes performance, we have to step back to reconsider the nature of so much of the work in today's organizations. With routine, predictable, modular work on the decline, more and more of the tasks that people do require judgment, coping with uncertainty, suggesting new ideas, and coordinating and communicating with others. This means that voice is mission critical. And so, for anything but the most independent or routine work, psychological safety is intimately tied to freeing people up to pursue excellence.

...those are the boys I switch my hips at. Not because they're cute or interesting--- they're often obnoxious & only want a taste of my gutter-slick tongue & brownness; they act as if they could elevate my life with a taste of their powder-milk-tinged pomp. No, I date those boys because they are safe. They can't dance bachata or sing Juan Luis Guerra, can't recite Salomé Ureńa or even name the forefathers; they wrap their flag around their shoulders like a safety blanket, & if a heart has topography, I know none of those boys know the coordinates to navigate & survive mine's rough terrain. In other words, these boys would be no distraction.

The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes

Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues. When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups or departments is enabled, and potentially game-changing ideas for innovation are shared. In short, psychological safety is a crucial source of value creation in organizations operating in a complex, changing environment.

This was the point in the Fire Swamp sequence where Buttercup’s dress briefly catches on fire before the flame is extinguished by Westley. It’s merely a line in the stage directions and consumes only a few seconds of film, but before we could shoot the scene, several steps had to be taken. First, a fire marshal had to be brought to the set. He would then meet with the stunt coordinator, Peter Diamond, Nick Allder, our FX supervisor, and his special effects crew. This was followed by what is known as a general “safety meeting” with the rest of the crew. Anytime there are firearms, fire, or even a dangerous or semidangerous stunt involved, there is always a safety meeting of this kind. The whole crew gathers around, and usually the first AD explains what the meeting is about. He then introduces everyone to the person in charge of special effects/stunts/firearms, etc., and that person walks everyone through the sequence, detailing both process and all potential safety concerns.

Most common discussions of political authority presuppose existing political institutions and ask under what conditions do institutions of that kind have legitimate authority. This begs many questions, and precludes many possibilities. It presupposes that either this government has all the authority it claims over its population or it has none. Here again we notice one of the special features of the account of the previous chapter. It allows for a very discriminating approach to the question. The government may have only some of the of the authority it claims, it may have more authority over one person than over another. The test is as explained before: does following the authority's instructions improve conformity with reason? For every person the question has to be asked afresh, and for every one it has to be asked in a manner which admits of various qualifi cations. An expert pharmacologist may not be subject to the authority of the government in matters of the safety of drugs, an inhabitant of a little village by a river may not be subject to its authority in matters of navigation and conservation of the river by the banks of which he has spent all his life. These conclusions appear paradoxical. Ought not the pharmacologist or the villager to obey the law, given that it is a good law issued by a just government? I will postpone consideration of the obligation to obey the law until the last section of this chapter. For the time being let us remove two other misunderstandings which make the above conclusion appear paradoxical. First, it may appear as if the legitimacy of an authority rests on its greater expertise. Are political authorities to be equated with big Daddy who knows best? Second, again the suspicion must creep back that the exclusive concentration on the individual blinds one to the real business of government, which is to co-ordinate and control large populations.

In a typical crash, for example, the weather is poor—not terrible, necessarily, but bad enough that the pilot feels a little bit more stressed than usual. In an overwhelming number of crashes, the plane is behind schedule, so the pilots are hurrying. In 52 percent of crashes, the pilot at the time of the accident has been awake for twelve hours or more, meaning that he is tired and not thinking sharply. And 44 percent of the time, the two pilots have never flown together before, so they’re not comfortable with each other. Then the errors start—and it’s not just one error. The typical accident involves seven consecutive human errors. One of the pilots does something wrong that by itself is not a problem. Then one of them makes another error on top of that, which combined with the first error still does not amount to catastrophe. But then they make a third error on top of that, and then another and another and another and another, and it is the combination of all those errors that leads to disaster. These seven errors, furthermore, are rarely problems of knowledge or flying skill. It’s not that the pilot has to negotiate some critical technical maneuver and fails. The kinds of errors that cause plane crashes are invariably errors of teamwork and communication. One pilot knows something important and somehow doesn’t tell the other pilot. One pilot does something wrong, and the other pilot doesn’t catch the error. A tricky situation needs to be resolved through a complex series of steps—and somehow the pilots fail to coordinate and miss one of them. “The whole flight-deck design is intended to be operated by two people, and that operation works best when you have one person checking the other, or both people willing to participate,” says Earl Weener, who was for many years chief engineer for safety at Boeing. “Airplanes are very unforgiving if you don’t do things right. And for a long time it’s been clear that if you have two people operating the airplane cooperatively, you will have a safer operation than if you have a single pilot flying the plane and another person who is simply there to take over if the pilot is incapacitated.

Devin Gangadyal - Safety Coordinator Devin Gangadyal could easily be the friendliest person you'll ever meet. He wants to see everyone succeed and looks for ways to support and inspire others. Devin works as a safety coordinator for Reidy Contracting Group in New York City. In his spare time you might find Devin remodeling his fixer-upper, hanging out with family and friends and looking for any chance he can to help others learn the building skills that he has been blessed to acquire.

Women speak almost completely in closed communication. From an evolutionary standpoint it makes sense. They were never required an objective explanation of the world because they didn’t go on on hunts or participate in other dangerous activities where coordination was critically important. They were in tight knit social groups instead. So where men required language to coordinate hunts and fights, women required language to ensure safety in the herd.

But the platforms serve the central function of coordinating activities, structuring the relationship, and providing the backbone. For example, they provide billing and collection as well as ensuring the safety and security of all parties involved.

The attack on 9/11 was a localized event, affecting only a relatively small number of Americans. As indicated earlier, the general threat of terrorism, even factoring in the large death toll on that tragic day, produces a statistically insignificant threat to the average person’s life. People across the country, however, were gripped with fear. And because we are an object-oriented people, most felt the need to project that fear onto something. Some people stopped flying in airplanes, worried about a repeat attack—and for years afterward, air travel always dipped on the anniversary of 9/11.4 Of course, this was and is an irrational fear; it is safer to travel by plane than by car. According to the National Safety Council, in 2010 there were over 22,000 passenger deaths involving automobiles, while no one died in scheduled airline travel that year.5 Nevertheless, Congress responded by rushing through the USA PATRIOT Act six weeks after 9/11—a 240-plus page bill that was previously written, not available to the public prior to the vote, and barely available to the elected officials in Congress, none of whom read it through before casting their votes.6 Two weeks previous to the bill’s passage, President Bush had announced the establishment of the Office of Homeland Security to “develop and coordinate the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks.” He explained that “[t]he Office will coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.”7 The office’s efforts culminated in the creation of the Department of Homeland Security (DHS) one year later as a result of the Homeland Security Act of 2002. This law consolidated executive branch organizations related to “homeland security” into a single Cabinet department; twenty-two total agencies became part of this new apparatus. The government, responding to the outcry from a fearful citizenry, was eager to “do something.” All of this (and much, much more), affecting all Americans, because of a localized event materially affecting only a few. But while the event directly impacted only a small percentage of the population, its impact was felt throughout the entire country.

If the role of a manager is to create, enable, and support leaders, the next question to ask is what behaviors are critical for creating, enabling, and supporting leaders? Here are the three that deserve attention: Create and communicate a clear Desired End State. Create, support, and enable leadership. Be a safety net in case of failure.

Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important.

When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups

As I've written in prior books and articles, more and more of that teamwork is dynamic – occurring in constantly shifting configurations of people rather than in formal, clearly-bounded teams.4 This dynamic collaboration is called teaming.5 Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important. But whether you're teaming with new colleagues all the time or working in a stable team, effective teamwork happens best in a psychologically safe workplace.

Consumer Assessment of Healthcare Providers and Systems (CAHPS) This survey initiative began in 1995, before the Agency became involved in patient safety, in response to the recognition that quality of care issues that are important to consumers, such as communication skills of providers and ease of access to healthcare, were often overlooked. The obvious way to find out about them was to ask patients. The Agency began to fund, oversee, and work closely with a consortium of research organizations to conduct research on patient experience and develop the survey. The survey has since been expanded to ask patients to evaluate their experiences with health plans, providers, and healthcare facilities regarding care coordination , shared decision-making, and patient engagement . The survey is now widely used by healthcare organizations, health plans, purchasers, consumer groups, and accreditation organizations to evaluate providers and improve quality and safety of care. It has been a major factor in teaching clinicians and hospitals to be more aware of patient’s concerns and to engage them more meaningfully in their care. It has magnified their voice

The mindset assessment asks questions that measure characteristics such as awareness, helpfulness, accountability, alignment, collaboration, self-correction, coordination, inclusivity, generosity, transparency, results focus, openness, appreciation, recognition, empowerment, initiative, engagement, and safety. Looking at these various elements and averaging results across industries, we have found that people rate their colleagues in their organizations at an average of 4.8 on the continuum and themselves at 6.8, which is to say that individuals rate themselves as 40 percent better than the rest of the people in their organizations across these characteristics.

Belief stupid, coordination stupid, cultural stupid, emotion stupid, environment stupid, financial stupid, health and safety stupid, learning stupid, relationship stupid, social stupid, sporting stupid and technology stupid.

For higher-class parents, children are 'projects'. They have tightly scheduled lives & coordinated activities; high-income parents spend significant time & energy thinking about how to fulfill their kids' 'potentials.' For the working class & poor, Lareau argues, parenting is more about 'the accomplishment of natural growth'. Top priorities in these families are safety & health. [...] This is partly because lower-income parents experience hardships in their adult lives & want to shield their children from having to deal with tight schedules & overwork in their childhoods. In any case, financial constraints prevent them from approaching parenting as projects.

Tamara Beauzile’s unwavering commitment to public service began with empowering youth through programs like the Cops and Kids Female Basketball League. Her role transitioned to School Crossing Guard Coordinator, where she ensured efficiency in operations. As a Traffic Safety Officer, her analysis of accident data and identification of high-risk areas significantly improved community safety.

Together, we construct the sandwiches, using a blend of muenster, because it was what her mother favored, and provolone, because Delilah thinks it adds a deeper flavor--- and liberally buttering the bread because, Delilah informs me, it's all about the butter. "Now," she says, laying two sandwiches on the hot pan. "Here is where you learn that cooking involves all the senses. Taste, yes. But also sound. Listen. The butter is sizzling. No sound means it's not cooking the right way. The pan is either too low or too hot." We listen to the sizzle. "Sight," she says. "We need to see that beautiful butter hopping and bubbling around the edges of the pan." Dutifully, I watch. How can I not? She is in total command. "Smell." She wafts her hand over the pan, letting the warm scent of browning butter and bread wash over us. "This is more important when you're adding herbs and spices. Does the dish smell as it should? It's something you learn on the way. Flip the sandwiches." I take the spatula from her and do as asked. The bread is perfectly browned. "Feeling. You have to feel how the food is behaving. The texture of it. Now, with grilled cheese, you don't want to cook it too fast, or the cheese won't melt. Hear how the sound has dimmed?" I nod. "We need to add more butter; turn the heat down just a bit." She walks me through the entire process, teaching me to control the heat, baby the sandwiches to get them how I want. All the time our shoulders are brushing, our moves in coordination for a common goal. A sense of calm spreads over me. I'm not thinking about work or the outside world. I'm not angry or empty. I'm filled up. I'm here, with her. We get the sandwiches on plates, and she hands me a knife. "The best part. Cutting it open." Her brow wings up in warning. "Only cut on the diagonal. Down the middle is a sin against grilled cheese." "Please," I say, with feeling. "As if I'd sink so low." I make the first cut and am rewarded with a fine crunch of sound, followed by the ooze of gooey cheese. Perfection. "Taste. Take a bite," Delilah urges with childlike excitement. I take a bite. "Close your eyes," she says. "Tell me what you think when you taste it." You. Me. Delilah wearing braces, her thick hair pulled back in a tight ponytail that highlights the roundness of her face. Her gold eyes glaring at me from opposite her mother's kitchen table. Home. Safety.

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