Page 70 - Advances In Productive, Safe, and Responsible Coal Mining

56 Advances in Productive, Safe, and Responsible Coal Mining

First” [6]. However, because job tasks can evolve and priorities can change, putting
safety first may not always occur in a dynamic workplace. Instead, Dunlap’s collective
research [7] demonstrates that safety should not be thought of as a first priority; rather,
it should be viewed as an immutable and core value throughout an organization, a
value championed by management and espoused by employees. When safety is a core
value, it is an intrinsic part of all tasks and in the forebrain of all personnel.
Effective communication is a large part of promoting a strong safety culture, but a
good leader understands that communication is a two-way street—a good leader is
even likely to listen more than speak. Jim Jensen’s article from Leadership Essentials
explains:

“In today’s successful organizations who have transcended the old style management
paradigm, there is an almost inverted pyramid where enlightened leaders understand
the value and importance of ‘working for’ those who ‘report to’ them. They are
constantly receiving input and feedback from their employees, so they can better
understand the problems and issues one might be challenged with to be more produc-
tive in his work. The leader sees his/her role as helping to eliminate barriers and
obstacles to heightened performance” [8].

Active participation in the safety system also fosters accountability because
employees are in control of their environment, the worksite. “This control then
evolves into self-accountability. Employees take ongoing responsibility for their
actions without the need for management to hold them accountable” [9].
Visible management, shared values, open communication, the input of employees,
and a widespread sense of self-accountability can help clear a safety system of toxins
and inspire positive and proactive safety management. Within skilled blue-collar
industry, a positive safety culture involves positive workplace attitudes across all
levels. Leaders have the greatest chance to affect the attitudes of employees who look
to them for direction and clarity regarding expectations for their behavior. When
employees are clear about their expectations, their attitudes about the organization
and related safety culture are naturally more positive. Visible safety leaders provide
training across all levels of the organization, and accountability exists at all levels
as well.
Another characteristic of a positive safety culture involves mutual, meaningful, and
measurable safety and health improvement goals. This relates again to employees’
desire to have a clear understanding of the company’s vision and expectations for their
behavior. Additionally, when policies and procedures serve as reference tools, rather
than obscure rules, leaders gain increased respect and credibility related to their
attempt to enforce the policy. When employees feel as though policies exist to assist
them in achieving safety and production goals, rather than as tools that management
uses to punish behavior, the potential to achieve a positive safety culture is realized.
It is important to note that the goal of building and sustaining a positive safety
culture does not happen overnight. Visible safety leadership, effective communica-
tion, and shared values are characteristics of a positive safety culture that is developed
and requires leaders to be conscious of how employees perceive their actions.