Safety Procedure Quotes

Subject: Get back to work Missy, You're distracting me from the very important topic of workplace safety. How would you feel if I improperly climbed a ladder due to not learning the proper procedure and then fell to my death? Always, The Boy You Dream About P.S. I'm also a lost prince from a faraway land. Want to do me now?

I don’t really want to have to review the safety procedures for your department yet again, Professor. Especially when you’ve been doing so well with the departmental fatalities.’ ‘Only three this year!’ the Professor said, smiling happily before noticing the look on Nero’s face. ‘Which is, of course, three too many.

Samuel, safety is my watchword. Rest assured that proper procedures will be followed at all times." Skipper giggled. "Tell me, Mump. What ARE proper procedures exactly?" "Simple," said Mump. "One: cause maximum chaos in the shortest possible time. Two: try not to get your head blown off.

The Democratic Party would like to be re-elected so that they can continue to uphold almost no Occupational Safety & Health Administration (OSHA) whistle-blower complaints, enforce hardly any police internal affairs allegations, and corrupt corporations with lobbyists can continue operating outside of the law.

I’d just participated in a death. A death. Not a medical procedure. Not a surgical solution to a life problem. Not the valiant step of a woman exercising her right to make medical choices about her own body. The death of a helpless baby, a baby violently ripped away from the safety of the womb, sucked away to be discarded as biohazard waste.

In highly automated systems, the operator is often at the mercy of the system design and operational procedures.

That’s standard procedure for officer safety. We didn’t know that was Ms. Jefferson’s son. We saw a large, angry Black youth who was visibly upset.

That’s standard procedure for officer safety. We didn’t know that was Ms. Jefferson’s son. We saw a large, angry Black youth who was visibly upset.” “Really?” Kennedy says. “Was he wearing a hoodie too?

Dangerous systems usually required standardized procedures and some form of centralized control to prevent mistakes. That sort of management was likely to work well during routine operations. But during an accident, Perrow argued, “those closest to the system, the operators, have to be able to take independent and sometimes quite creative action.” Few bureaucracies were flexible enough to allow both centralized and decentralized decision making, especially in a crisis that could threaten hundreds or thousands of lives. And the large bureaucracies necessary to run high-risk systems usually resented criticism, feeling threatened by any challenge to their authority. “Time and time again, warnings are ignored, unnecessary risks taken, sloppy work done, deception and downright lying practiced,” Perrow found. The instinct to blame the people at the bottom not only protected those at the top, it also obscured an underlying truth. The fallibility of human beings guarantees that no technological system will ever be infallible.

l. ‘I don’t really want to have to review the safety procedures for your department yet again, Professor. Especially when you’ve been doing so well with the departmental fatalities.’ ‘Only three this year!’ the Professor said, smiling happily before noticing the look on Nero’s face. ‘Which is, of course, three too many.’ ‘A certain level of staff and student mortality is to be expected, Professor,’ Nero said, ‘but it’s best if we can try and avoid it where possible. Colonel Francisco was extremely lucky.’ ‘Yes, he seemed rather angry when I saw him,’ the Professor said with a frown. ‘He said that it was a good job he was sitting down when it happened. I suppose it must have been quite a shock for him.

to argument, aware of human fallibility and open to the lessons of experience. An understanding that small, open social institutions, if no larger than a café or more overtly political than a park, play an outsized role in creating free minds and securing public safety. A faith in rational debate, rather than inherited ritual, and in reform, rather than either revolution or reaction. A belief in radical change through practial measures. A readiness to act—nonviolently but visibly and sometimes in the face of threatened violence—on behalf of equality. A belief that life should be fair—or fairer, or as fair as seems fair: people’s lives should not be overdetermined by who their parents were or how much money they might have inherited or what shade of skin their genes have woven. A belief that the individual pursuit of eccentric happiness can be married to a common faith in fair procedure.

despite abortion being such a common and safe medical procedure, individuals who provide abortion care cannot count on their own personal safety, and partly because abortion providers are not safe, there are very few abortion providers in the United States. Because of their work, abortion providers have been murdered, shot, kidnapped, assaulted, stalked, and subjected to death threats. Their clinics have been bombed, attacked with noxious chemicals, invaded, vandalized, burglarized, and set ablaze.

Dinah said, “Ivy, you want to take this or should I?” “I’ll do it. You’re busy,” Ivy said. Dinah could hear her twisting around in the pilot’s seat to look at Julia. She spoke as follows: “Julia. Shut up. If you say another fucking word I’ll stave your fucking head in and put your corpse out the airlock. Nothing about this is acceptable. Starting with the fact that you are flapping your gums, posing a distraction to Dinah while she is carrying out a difficult mission-critical operation to protect the Cloud Ark. You just attempted to countermand a direct order from Markus, who is in charge of everything here under the PSAPS clause of the Cloud Ark Constitution. You are up here illegally. The Crater Lake Accord specifically barred the sending of national leaders to the Cloud Ark. You have violated that commitment and found a way to be launched up here anyhow, and judging from the looks of it there was no end of dirty dealing along the way. Your vehicle approached the Cloud Ark in a manner incompatible with our safety and security procedures, endangering the lives of everyone up here, and forcing arklets and Izzy itself to expend priceless and irreplaceable fuel to perform evasive maneuvers. We were sent here on an emergency basis, placing ourselves in harm’s way and expending more scarce resources to clean up the mess that you created by your cowardly and dishonorable act. For all of these reasons I am commanding you, by my authority as the commander of this vessel, to remain silent until we have docked safely at Izzy.

The test would involve inserting all 211 control rods part-way, creating a power level low enough to resemble a blackout while continuing to cool the reactor to compensate for fission products. Use the residual steam in the system to drive a turbine, then isolate it and allow it to run down, generating electricity through its own inertia. The electrical output would be measured, allowing engineers to determine whether it was sufficient to power the water pumps in an emergency. Because the deliberately low power levels would appear to be a power failure to the control computer, which would then automatically activate the safety systems, these systems, including the backup diesel generators and Emergency Core Cooling System (ECCS), were disconnected in order to re-attempt the test straight away if it proved unsuccessful. Otherwise, the ECCS would automatically shutdown the reactor, preventing a repeat of the test for another year. Astonishingly, these measures were not in violation of safety procedures when approved by a Deputy Chief Engineer, despite many subsequent reports to the contrary.96

After the report’s release, opinions within the scientific community shifted. New information exonerated plant staff of much of the blame; proved that they had not violated operating procedures as much as was previously claimed; that key areas of the reactor’s documentation were inadequate; and that defective reactor design had played a significant role in causing the disaster. In 1992, the IAEA’s International Nuclear Safety Advisory Group revised their original report to include the new information and published it as ‘INSAG-7’. This new report made it clear the accident would never have occurred had there been a proper culture of safety, feedback and oversight in the USSR’s nuclear industry. Even though the official story remained that the operators were partially responsible, INSAG-7 reiterates the fundamental point that, “Nuclear plant designs must be, as far as possible, invulnerable to operator error, and to deliberate violation of safety procedure.”263 In total, the International Atomic Energy Agency identified 45 safety issues in their review of the Chernobyl power station after the accident: 19 of high severity; 24 medium; 2 low.

No doubt there are other inferior clinics out there. Poor care, overpricing, and rude staffers can be found in every medical field. But you don’t find people using examples of it to inveigh against an entire specialty—railing against the greed of orthopedic surgeons (average 2012 salary, $315,000) or calling for surprise inspections of dentists because every year a few people die from preventable errors during dental procedures.8 Only in abortion care do the few bad providers taint all the others—and taint them so much that opponents can pass laws that would virtually shut down the entire field in the name of patient safety. No

It is worth pausing for a second to reflect on Snow’s willingness to pursue his investigation this far. Here we have a man who had reached the very pinnacle of Victorian medical practice—attending on the queen of England with a procedure that he himself had pioneered—who was nonetheless willing to spend every spare moment away from his practice knocking on hundreds of doors in some of London’s most dangerous neighborhoods, seeking out specifically those houses that had been attacked by the most dread disease of the age. But without that tenacity, without that fearlessness, without that readiness to leave behind the safety of professional success and royal patronage, and venture into the streets, his “grand experiment”—as Snow came to call it—would have gone nowhere. The miasma theory would have remained unchallenged.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

Insisting that operators always follow procedures does not guarantee safety although it does usually guarantee that there is someone to blame-either for following the procedures or for not following them-when things go wrong.

practice is about harnessing the benefits of learning from failure while reducing its cost. It is better to fail in practice in preparation for the big stage than on the big stage itself. This is true of organizations, too, that conduct pilot schemes (and in the case of aviation and other safety-critical industries test ideas in simulators) in order to learn, before rolling out new ideas or procedures. The more we can fail in practice, the more we can learn, enabling us to succeed when it really matters. But even if we practice diligently, we will still endure real-world failure from time to time. And it is often in these circumstances, when failure is most threatening to our ego, that we need to learn most of all. Practice is not a substitute for learning from real-world failure; it is complementary to it. They are, in many ways, two sides of the same coin.

Ferguson’s law enforcement practices are shaped by the City’s focus on revenue rather than by public safety needs. This emphasis on revenue has compromised the institutional character of Ferguson’s police department, contributing to a pattern of unconstitutional policing, and has also shaped its municipal court, leading to procedures that raise due process concerns and inflict unnecessary harm on members of the Ferguson community.

Indeed, the prevalence of abortion among Protestant women (versus mostly immigrant Catholics) is widely considered by historians to be one of the main reasons that physicians, worried that immigrant Catholics were outreproducing their mainly Protestant social group, led the campaign to criminalize abortions in the late 1800s. Other reasons cited include an upsurge in belief among physicians that the embryo is human life with a full moral status throughout pregnancy, a reaction to the campaign for female equality, concerns about the safety of the abortion procedure, and an attempt to consolidate control of medical practice. Nevertheless,

the existence of procedures does not ensure their use. Without psychological safety, micro-assessments of interpersonal risk tend to crowd out proper responses.

Reframing failure starts with understanding a basic typology of failure types. As I have written in more detail elsewhere, failure archetypes include preventable failures (never good news), complex failures (still not good news), and intelligent failures (not fun, but must be considered good news because of the value they bring).15 Preventable failures are deviations from recommended procedures that produce bad outcomes. If someone fails to don safety glasses in a factory and suffers an eye injury, this is a preventable failure. Complex failures occur in familiar contexts when a confluence of factors come together in a way that may never have occurred before; consider the severe flooding of the Wall Street subway station in New York City during Superstorm Sandy in 2012. With vigilance, complex failures can sometimes, but not always, be avoided. Neither preventable nor complex failures are worthy of celebration.

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Moreover, “Long regularly briefed… Roosevelt on his efforts to suppress [Jewish] immigration below the level allowed by existing law. In one diary entry from October 1940, Long mentioned meeting with FDR to discuss ‘the whole subject of immigration, visas, safety of the United States, procedures to be followed,’ and ‘I found that he was 100% in accord with my ideas.’ ” Not until 1944, when Congress got wind of Long’s doings and began to publicly raise concerns, was Long finally demoted and, ultimately, left the State Department.48

Vital Behaviors can be relatively straightforward (like safety procedures) or extremely complex (like decision-making). They can be identified at any level of an organization.

Cedar Capital Group Tokyo: Construction Site Health & Safety Review Accidents on construction sites are becoming a much more regular occurrence around the globe and can have devastating affects on families, communities and regions. Just recently we witnessed the destruction and heartbreak caused when the crawler crane toppled over onto the Masjid al-Haram, the Grand Mosque in Mecca, Saudi Arabia on 11 September 2015, which killed 118 people and injured a further 394. The majority of accidents on construction sites can be avoided if health and safety requirements are followed. An experienced health & safety advisor can assist you in identifying loss control techniques which in turn minimizes the risk to members of the public, your property and your employees. One of the most frequently occurring accidents construction sites is fire. Ignoring safety policies and procedures can have a disastrous effect and are a common cause of injury on a construction site. Fire extinguishers should be available and close by and you should appoint an employee to be on fire watch. The weather can be a source of accidents on construction sites. Sites become more susceptible as severe weather patterns continue to grow across the globe. In Asia, typhoons have become more frequent, we have seen buildings collapse during high category storms. These types of accidents can be avoided by appointing someone with the responsibility of monitoring the weather to make sure that the construction site is correctly braced before the typhoon arrives. The lack of site is another key factor that causes accidents. Construction sites are like playgrounds for inquisitive children looking for something to do so it’s imperative that you have secured the site with adequate fencing. Posting visible safety signs around the construction site in order to remind and protect the employees, visitors and members of the genera public. Always post safety signs at the entrance and ensure that all visitors wear the correct personal protective equipmentwhich includes a hard hat and safety boots. Cedar Capital Group are a Singapore based, capital equipment, company that leases construction equipment throughout Asia with core markets in Seoul, South Korea and Tokyo, Japan.

This Report is intended to strengthen those efforts by recognizing the harms caused by Ferguson’s law enforcement practices so that those harms can be better understood and overcome. Ferguson’s law enforcement practices are shaped by the City’s focus on revenue rather than by public safety needs. This emphasis on revenue has compromised the institutional character of Ferguson’s police department, contributing to a pattern of unconstitutional policing, and has also shaped its municipal court, leading to procedures that raise due process concerns and inflict unnecessary harm on members of the Ferguson community. Further, Ferguson’s police and municipal court practices both reflect and exacerbate existing racial bias, including racial stereotypes. Ferguson’s own data establish clear racial disparities that adversely impact African Americans.

Taylor spent a week at Point Isabel building the earthworks he should have finished a month before, then, on May 7, started back to relieve the fort. His West Pointers begged him not to take the massive train, which could be brought up later in complete safety, but he had no patience with textbook soldiers.… Well, what did he have? A sound principle: attack. A less valuable one which was to serve him just as well in this war: never retreat. Total ignorance of the art of war. And an instinct, if not for command, at least for leadership. He had been hardened in years of petty frontier duty, he had no nerves and nothing recognizable as intelligence, he was afraid of nothing, and he was too unimaginative to know when he was being licked, which was fortunate since he did not know how to maneuver troops. Add to this a dislike of military forms and procedures and a taste for old clothes and you have a predestinate candidate for the Presidency. The army and even some of the West Pointers worshiped him.

One cannot examine the actions of the Secret Service on November 22, 1963, without concluding that the Service stood down on protecting President Kennedy. Indeed, the 120-degree turn into Dealey Plaza violates Secret Service procedures, because it required the presidential limousine to come to a virtual stop. The reduction of the president’s motorcycle escort from six police motorcycles to two and the order for those two officers to ride behind the presidential limousine also violates standard Secret Service procedure. The failure to empty and secure the tall buildings on either side of the motorcade route through Dealey Plaza likewise violates formal procedure, as does the lack of any agents dispersed through the crowd gathered in Dealey Plaza. Readers who are interested in a comprehensive analysis of the Secret Service’s multiple failures and the conspicuous violation of longstanding Secret Service policies regarding the movement and protection of the president on November 22, 1963, should read Vince Palamara’s Survivor’s Guilt: The Secret Service and the Failure to Protect. The difference in JFK Secret Service protection and its adherence to the services standard required procedures in Chicago and Miami would be starkly different from the arrangements for Dallas. Palamara established that Agent Emory Roberts worked overtime to help both orchestrate the assassination and cover up the unusual actions of the Secret Service in the aftermath. Roberts was commander of the follow-up car trailing the presidential limousine. Roberts covered up the escapades of his fellow secret servicemen at The Cellar, a club in downtown Ft. Worth, where agents, some directly responsible for the safety of President Kennedy during the motorcade, drank until dawn on November 22. He also ordered a perplexed agent Donald Lawton off the back of the presidential limousine while at Love Field, thus giving the assassins clearer, more direct shots and more time to get them off. Also, although Roberts recognized rifle fire being discharged in Dealey Plaza, he neglected to mobilize any of the agents under his watch to act. To mask the inactivity of his agents, Roberts, in sworn testimony, falsely increased the speed of the cars (from 9–11 mph to 20–25 mph) and the distance between them (from five feet to 20–25 feet).85 No analysis of the Secret Service’s actions on the day of the assassination can be complete without mentioning that Secret Service director James Rowley was a former FBI agent and close ally of FBI Director J. Edgar Hoover, as well as a crony of Lyndon Johnson. Hoover was one of Johnson’s closest associates. The FBI Director would take the unusual step of flying to Dallas for a victory celebration in 1948 when Johnson illegally stole his Senate seat through election fraud. Johnson and Hoover were neighbors in the Foxhall Road area of the District of Columbia. Hoover’s budget would virtually triple during the years LBJ dominated the appropriations process as Senate Majority Leader. Rowley was a protégé of the director and one of the few men who left the FBI on good terms with Hoover. Rowley’s first public service job in the Roosevelt administration was arranged for him by LBJ. The neglect of assigning even one Secret Service agent to secure Dealey Plaza, as well as cleaning blood and other relatable pieces of evidence from the presidential limousine immediately following the assassination, seizing Kennedy’s body from Parkland Hospital to prevent a proper, well-documented autopsy, failing to record Oswald’s interrogation—all were important pieces of the assassination deftly executed by Rowley.

SpaceX, for example, would have written down all the steps needed to replace a filter—put on gloves, wear safety goggles, remove a nut—and then want to alter this procedure or use a different type of filter. The FAA would need a week to review the new process before SpaceX could actually go about changing the filter on the rocket, a lag that both the engineers and Musk found ridiculous.

Large-scale engineered systems are more than just a collection of technological artifacts: They are a reflection of the structure, management, procedures, and culture of the engineering organization that created them. They are usually also a reflection of the society in which they were created.

There is an intentional disregard for human health and safety in many government agencies that are tasked with protecting it.

if you’re broke? How many people can you help? When you board an airplane and they’re going through all the safety procedures, the airline attendant will inevitably get to a point that goes something like this: Should the cabin experience sudden pressure loss, oxygen masks will drop down from above your seat. Place the mask over your mouth and nose and pull the strap to tighten. If you are traveling with children or someone who requires assistance, make sure that your own mask is on first before helping others. Why fit your own mask before helping others? Because if you’re slumped over your seat suffering from a lack of oxygen: you can’t help anyone else, and even worse; we now have to deploy scarce resources to come and help you, otherwise you’ll soon be dead.

In life as in story," writes Arthur Frank, "one event is expected to lead to another." Our medical system has sold us a story of remedy, progress, technology, professionalism, and trimph. Frank suggests that our society is willing to hear only those illness narratives that conform to the idae of "restitution": "I was well, I got sick, I am well again." "It's nothing," we insist before a procedure, knowing that medicine will shortly deliver a triumph." "I'm fine," we say afterward, as though nothing has fundamentally shifted inside us. We crave the clean plot arc, one those around us can understand and stomach. When we try to tell the story of the phone calls, pointless and insane, our listeners lean away. And yet we cannot separate individual treatments, however sophisticated, from the system in which they are rendered, if that system is providing nto safety and care but frustration, futility, and impotence. If that system creates experiences that look less like restitution and more like what Frank calls chaos narratives. "In the chaos narrative, troubles go all the way down to bottomless depths," writes Frank. "What can be told only begins to suggest all that is wrong. The second feature of the chaos narrative...is the syntatic structure of 'and then and then and then.'... "The lack of any coherent sequence is an initial reason why chaos stories are hard to hear;...they are threatening. The anxiety these stories provoke inhibits hearing...The story traces the edges of a wound that can only be told around...In the lived chaos there is no mediation, only immediacy. The body is imprisoned in the frustrated needs of the moment." Chaos narratives, writes Frank, expose the fundamental contingency at the heart of living, allthe ways we cannot control our bodies or our lives, all the ways our lives can be wasted, and they are, for this reason, unbearable.

This is at the heart of the professional pilot’s eternal conflict,” writes Wilkinson in a comment to the November Oscar case. “Into one ear the airlines lecture, “Never break regulations. Never take a chance. Never ignore written procedures. Never compromise safety.” Yet in the other they whisper, “Don’t cost us time. Don’t waste our money. Get your passengers to their destination—don’t find reasons why you can’t.

Good leaders seize crises to remake organizational habits. NASA administrators, for instance, tried for years to improve the agency’s safety habits, but those efforts were unsuccessful until the space shuttle Challenger exploded in 1986. In the wake of that tragedy, the organization was able to overhaul how it enforced quality standards.40 Airline pilots, too, spent years trying to convince plane manufacturers and air traffic controllers to redesign how cockpits were laid out and traffic controllers communicated. Then, a runway error on the Spanish island of Tenerife in 1977 killed 583 people and, within five years, cockpit design, runway procedures, and air traffic controller communication routines were overhauled.41

Flight authorities across the world had understood the potential of commercial passenger air traffic, but they also realized flying had to become safer before most people would dare to try it. In 1944 they all met in Chicago to agree on common rules and signed a contract with a very important Annex 13: a common form for incident reports, which they agreed to share, so they could all learn from each other’s mistakes. Since then, every crash or incident involving a commercial passenger airplane has been investigated and reported; risk factors have been systematically identified; and improved safety procedures have been adopted, worldwide. Wow! I’d say the Chicago Convention is one of humanity’s most impressive collaborations ever. It’s amazing how well people can work together when they share the same fears.

It is in such vast gray zones that highly reliable healthcare organizations demonstrate that they possess more than just policies and procedures: they have philosophies and cultures.

For all of us, there are also likely times when therapy simply doesn't seem to move forward as we imagined it would. At this crossroads, we often question ourselves or blame our patients. Between what our culture requires and what we have experienced in childhood, we might go either direction. We have a particular challenge to feeling competent right now. Our left-centric society has done its best to codify the healing process, leaving us with a set of procedures and expected outcomes that don't welcome the individuality of our people of the fluidity of each person's unpredictable and unique process of recovery. This is doubly difficult, because when we follow the course culture provides, safety is already undermined to a greater or lesser extent. I believe it wounds us when we feel we aren't helping a person because we set out with such good hearts to relieve suffering. A well-practiced practitioner might try to guard our hearts by blaming our people's resistance. When a wounded part of us is afraid we are inadequate, this often generates a critical protective voice to try to urge us toward a better performance. In both instances, our ability to be present for our people gets lost in the need to protect. How can we hold these experiences kindly, recognizing that they are part of the human experience? Right now, we might be able to open the arms of inclusion to these parts of us.

Being terminated for any of the items listed below may constitute wrongful termination: Discrimination: The employer cannot terminate employment because the employee is a certain race, nationality, religion, sex, age, or (in some jurisdictions) sexual orientation. Retaliation: An employer cannot fire an employee because the employee filed a claim of discrimination or is participating in an investigation for discrimination. In the US, this "retaliation" is forbidden under civil rights law. Reporting a Violation of Law to Government Authorities: also known as a whistleblower law, an employee who falls under whistleblower protections may not lawfully be fired for reporting an employer's legal violation or for similar activity that is protected by the law. Employee's refusal to commit an illegal act: An employer is not permitted to fire an employee because the employee refuses to commit an act that is illegal. Employer is not following the company's own termination procedures: In some cases, an employee handbook or company policy outlines a procedure that must be followed before an employee is terminated. If the employer fires an employee without following this procedure, depending upon the laws of the jurisdiction in which the termination occurs, the employee may have a claim for wrongful termination. … In the United States, termination of employment is not legal if it is based on your membership in a group protected from discrimination by law. It is unlawful for an employer to terminate an employee based upon factors including employee's race, religion, national origin, sex, disability, medical condition, pregnancy, or age (over 40), pursuant to U.S. federal laws such as Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act of 1990 and the Age Discrimination in Employment Act of 1967. … Many laws also prohibit termination, even of at-will employees. For example, whistleblower laws may protect an employee who reports a legal or safety violation by the employer to an appropriate oversight agency. Most states prohibit employers from firing employees in retaliation for filing a workers' compensation claim, or making a wage complaint over unpaid wages. [firing someone for political affiliation or activism away from work is not on the list]

Eleven Questions to Ask During your interview with any prospective property manager, make sure to cover all of these key questions: 1. How long have you been managing properties? 2. What types of properties do you manage? 3. What licenses and certifications do you hold? 4. Do you have a thorough understanding of landlord-tenant law, including fair housing practices, eviction procedures, and safety codes? 5. How long does it typically take you to fill a vacancy? 6. How do you vet prospective tenants? 7. How many tenants have you evicted in the past six months? 8. What services do you provide? 9. What are your fees and how are they charged? 10. Where are the property funds held and how are they handled? 11. How often do you perform property inspections and do preventive maintenance?

Evidence-based medicine (EBM) seeks to integrate the best research evidence with clinical judgment and the patient’s values and preferences, while keeping in mind safety, effectiveness, and the cost of medical procedures.

The objectives of food production are to destroy harmful bacteria (food safety); increase digestibility; change and enhance flavor, form, texture, aroma, and color; and protect the nutritive value of the food, following all policies and procedures to maintain quality.

After the storm and Wes’s accident, we re-evaluated the safety procedures at the zoo. But the circumstances had been so unusual that night, there wasn’t anything we could have done differently. Wes wore the spectacular scars from Graham’s attack. The bond between Wes and Steve only grew stronger. I don’t think there is a similar concept in the rest of the world as the traditional Australian ideal of “mateship.” “Best friends” just doesn’t do it. Mateship is deeper. It’s someone who has your back, always and forever. If there’s a storm coming in on the horizon, your first thought is, I wonder how the heavy weather is going to affect my best mate? Your thoughts go to him no matter what happens. That’s how it was with Wes and Steve. Wes started working at the zoo when he was fourteen and Steve was already in his twenties. Wes backed him up on croc captures. It was a friendship tested and retested in the bush. Through the years both men had numerous opportunities to save each other’s lives. But nothing had ever happened as dramatically as that night during the flood.

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The Vital Role of Sterilization and Disinfection in Equipment Safety Sterilization is a cornerstone of healthcare safety, eliminating harmful pathogens from medical tools to prevent infections. From steam autoclaves to UV light, methods like chemical and high-temperature sterilization ensure compliance with global standards. Regular training, matching cleaning methods to equipment, and validating procedures can drastically reduce infection risks. Prioritize sterilization—it’s not just a process, it’s lifesaving care.