Safety is one of those areas in a business where the parties can usually agree on the ultimate outcomes they are committed to achieve, even in the toughest and most hostile union/management environment. What it takes to produce a significant improvement in safety aligns precisely with what it takes to produce a new future in the business that is attractive to all of the key participants.

Creating a significant and positive change in safety requires:

• a clear and relentless case for change

• compelling leadership

• a clear set of outcomes and structures

• tools to jointly and objectively assess processes and behaviours

In every organization there is a specific and decisive context for safety and operational processes. There is a set of facts and circumstances that affects every employee’s welfare and how the business functions. This context shapes the listening in an organization and the assumptions or beliefs with regard to what is possible and not possible in an organization. While different organizations may have variations of similar contexts, each organization has its own. When companies implement or impose new programs, with the best of intentions, without confronting the current context, the programs will almost certainly wither and fail over time. The organization’s cynical reactions to these programs typically includes “flavour of the month” or “this too will pass”. If there is no serious effort to identify the current context and invent one sufficient to achieve the new future you are declaring, the new efforts will likely not succeed nor be sustainable in the long run. The same is true for any large scale business change. We would like the opportunity to show you how your organization can effectively deal with changing the “context” for positive remarkable results.