Workforce Safety Quotes

The goal of the Deep Southern oligarchy has been consistent for over four centuries: to control and maintain a one-party state with a colonial-style economy based on large-scale agriculture and the extraction of primary resources by a compliant, poorly educated, low-wage workforce with as few labor, workplace safety, health care, and environmental regulations as possible.

While families had incentives to curtail women’s work outside the home, employers had countervailing incentives to try to tap this large potential source of workers. Early New England mill owners, for example, tried to reassure parents of the safety and propriety of letting their daughters work in their businesses by having all-female workforces, often overseen by older women who in effect were chaperons, especially when the young women lived away from home.

Widespread introduction of the process [of irradiating foods] has thus far been impeded, however, by a reluctance among consumers to eat things that have been exposed to radiation. According to current USDA regulations, irradiated meat must be identified with a special label and with a radura (the internationally recognized symbol of radiation). The Beef Industry Food Safety Council - whose members include the meatpacking and fast food giants - has asked the USDA to change its rules and make the labeling of irradiated meat completely voluntary. The meatpacking industry is also working hard to get rid of the word 'irradiation,; much preferring the phrase 'cold pasteurization.'...From a purely scientific point of view, irradiation may be safe and effective. But he [a slaughterhouse engineer] is concerned about the introduction of highly complex electromagnetic and nuclear technology into slaughterhouses with a largely illiterate, non-English-speaking workforce.

Prisoners are ideal employees. They do not receive benefits or pensions. They earn under a dollar an hour. Some are forced to work for free. They are not paid overtime. They are forbidden to organize and strike. They must show up on time. They are not paid for sick days or granted vacations. They cannot alter working conditions or complain about safety hazards. If they are disobedient, or attempt to protest their pitiful wages and working conditions, they lose their jobs and are often segregated in isolation cells. The roughly one million prisoners who work for corporations and government industries in the American prison system are a blueprint for what the corporate state expects us all to become. And corporations have no intention of permitting prison reforms to reduce the size of their bonded workforce. In fact, they are seeking to replicate these conditions throughout the society.

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.

Unlike predominantly home-centred industries, the primacy concern for large firms was not so much to cut wages as to cut their workforce through robotization and subcontracting. On the other hand, internationalizing core advanced industries has also been in the vanguard of efforts to reduce social overhead costs of production in the United States. That is to say, as they traded national oligopoly for world industry status, they have become increasingly concerned with reducing costs of inputs that are not internationally competitive, including health provision, communications, domestic transport, construction, as well as safety and environmental regulation.

Said differently, in the modern work environment, the cycle of learning, unlearning, and learning again demands that workers embrace their agency to act and work in ways that make them more creative, more productive, and more fully human. Workplace leaders must risk the vulnerability to admit they don't have all the answers and willingness to discover together with their teams. The honest and fearless embrace of your own vulnerability builds the psychological safety that enables your team to be active, adaptive learners.

and Medicaid, which would help expand coverage and bring down costs. The other thing we should be honest about is how hard it’s going to be, no matter what we do, to create significant economic opportunity in every remote area of our vast nation. In some places, the old jobs aren’t coming back, and the infrastructure and workforce needed to support big new industries aren’t there. As hard as it is, people may have to leave their hometowns and look for work elsewhere in America. We know this can have a transformative effect. In the 1990s, the Clinton administration experimented with a program called Moving to Opportunity for Fair Housing, which gave poor families in public housing vouchers to move to safer, middle-income neighborhoods where their children were surrounded every day by evidence that life can be better. Twenty years later, the children of those families have grown up to earn higher incomes and attend college at higher rates than their peers who stayed behind. And the younger the kids were when they moved, the bigger boost they received. Previous generations of Americans actually moved around the country much more than we do today. Millions of black families migrated from the rural South to the urban North. Large numbers of poor whites left Appalachia to take jobs in Midwestern factories. My own father hopped a freight train from Scranton, Pennsylvania, to Chicago in 1935, looking for work. Yet today, despite all our advances, fewer Americans are moving than ever before. One of the laid-off steelworkers I met in Kentucky told me he found a good job in Columbus, Ohio, but he was doing the 120-mile commute every week because he didn’t want to move. “People from Kentucky, they want to be in Kentucky,” another said to me. “That’s something that’s just in our DNA.” I understand that feeling. People’s identities and their support systems—extended family, friends, church congregations, and so on—are rooted in where they come from. This is painful, gut-wrenching stuff. And no politician wants to be the one to say it. I believe that after we do everything we can to help create new jobs in distressed small towns and rural areas, we also have to give people the skills and tools they need to seek opportunities beyond their hometowns—and provide a strong safety net both for those who leave and those who stay. Whether it’s updating policies to meet the changing conditions of America’s workers, or encouraging greater mobility, the bottom line is the same: we can’t spend all our time staving off decline. We need to create new opportunities, not just slow down the loss of old ones. Rather than keep trying to re-create the economy of the past, we should focus on making the jobs people actually have better and figure out how to create the good jobs of the future in fields such as clean energy, health care, construction, computer coding, and advanced manufacturing. Republicans will always be better at defending yesterday. Democrats have to be in the future business. The good news is we have

The remarks by Winkler and Somaini made me think of the safety culture I observed at a nuclear power plant early in my career. The organization was run according to key values such as safety, employee empowerment (with a questioning attitude), teamwork, customer service, excellence, and diversity. These values were consciously driven throughout the organization. All employees were empowered to question any order they believed would reduce safety. Supervisors could not penalize employees for such questioning. Everyone was encouraged to think continuously of ways to improve safety. Thus, germination of grassroots ideas from people closest to the work was part of the culture. This produced a highly safety-conscious workforce, superior team spirit, a collaborative relationship between workers and management -- and an excellent safety record.

The catch-22 of this world of police is that those communities where the police do the worst are the same ones where safety is most needed, where entire sectors of the population are excluded from the formal workforce and left to hustle or starve, where poverty and mental health create a permanent feedback loop of crisis, and where there isn’t always anyone else to call.

We are amazed at how little organizations recognize and value the opinion of their workforce about operational and production issues.

of the Deep Southern oligarchy has been consistent for over four centuries: to control and maintain a one-party state with a colonial-style economy based on large-scale agriculture and the extraction of primary resources by a compliant, poorly educated, low-wage workforce with as few labor, workplace safety, health care, and environmental regulations as possible. On being compelled by force of arms to give up their slave workforce, Deep Southerners developed caste and sharecropper systems to meet their labor needs, as well as a system of poll taxes and literacy tests to keep former slaves and white rabble out of the political process. When these systems were challenged by African Americans and the federal government, they rallied poor whites in their nation, in Tidewater, and in Appalachia to their cause through fearmongering: The races would mix. Daughters would be defiled. Yankees would take away their guns and Bibles and convert their children to secular humanism, environmentalism, communism, and homosexuality. Their political hirelings discussed criminalizing abortion, protecting the flag from flag burners, stopping illegal immigration, and scaling back government spending when on the campaign trail; once in office, they focused on cutting taxes for the wealthy, funneling massive subsidies to the oligarchs’ agribusinesses and oil companies, eliminating labor and environmental regulations, creating “guest worker” programs to secure cheap farm labor from the developing world, and poaching manufacturing jobs from higher-wage unionized industries in Yankeedom, New Netherland, or the Midlands. It’s a strategy financial analyst Stephen Cummings has likened to “a high-technology version of the plantation economy of the Old South,” with the working and middle classes playing the role of sharecroppers.[1] For the oligarchs the greatest challenge has been getting Greater Appalachia into their coalition and keeping it there. Appalachia has relatively few African

There is no greater responsibility for any leader than to protect the safety of their workforce.

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.

Individuals and teams can’t improve in these areas simply by following new and better rules.

It’s not just patients who suffer from accidental harm, but employees. The Bureau of Labor Statistics (BLS) reports the illness and injury data that healthcare administrators submit to the Occupational Safety and Health Administration (OSHA).5

organizational philosophies and cultures bear on all aspects of performance, including safety, patient experience, technical excellence, and efficiency.

A more recent (2016) estimate of patient harm found that errors and omissions were the third leading cause of mortality in healthcare, accounting for 251,000 deaths each year, or one every two minutes, six seconds.3

In his view, people couldn’t define goodness by mindlessly applying rules.