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The field of positive psychology has developed extensive evidence on the beneficial relationship between employee well-being and the performance of firms in terms of profitability.3 The same report listed key drivers for employee well-being (shown in rank order)- meaningful social relationships; interesting work; sufficient pay; appropriate work-life balance; and jobs that have a reasonable level of difficulty, stress, and danger. In an article in the Harvard Business Review,3 the author claims that a decade of research has proven that happiness raises nearly every business and educational outcome: raising sales by 37 percent, productivity by 31 percent, and accuracy on tasks by 19 percent, as well as myriad health and quality-of-life improvements. \"Framework for Improving Joy in Work\" lists nine critical components of a system for ensuring a joyful, engaged workforce, as shown below: * Physical and psychological safety, * Meaning and purpose, * Choice and autonomy, * Recognition and rewards, * Participative management, * Camaraderie and teamwork, * Daily improvement, * Wellness and resilience, and * Real-time measurement.4 The degree to which this framework was determined empirically is not clear.

[...]I experienced nothing to support that perspective. [...]disrespect is so corrosive that it has been found as a leading factor in violent crimes, including homicides.5 With this automotive maker's workers, the violent crime was taken out on the vehicles. [...]he refused the order, knowing that it was a courtmartial offence. According to Kitfield, Galvin was more proud of that fitness report than of the Distinguished Service Cross, the Silver Star, or any other medals and campaign ribbons he brought back from Vietnam.

The concept of culture is an important consideration in leadership. Various mechanisms combine to create an organization's culture, and leaders within the organization must take that culture into account to achieve success. This article proposes that culture is based on two concurrent systems that reflect the conscious and unconscious minds. The work of several researchers is used to support this framework and provide insights for leaders. Savvy leaders will invest the effort to monitor the connections among leadership style, change management approach, and results -- both tangible and intangible outcomes. These leaders will apply what they've learned to make better decisions in the future. Of course, they'll have to recognize when their unconscious minds are overtaking their conscious minds because the learnings that become a foundation for future decisions may turn into a form of System 1 autopilot, if vigilance is not maintained.

For more than 25 years people have been involved in a very specific form of change management, the improvement of safety performance. As with most instances of change management, this involves changes in the process and changes in the culture. The author began in the late 1980s with an attempt to apply Deming's principles to safety improvement. He suggested the application of the plan-do-study-act cycle. To develop an effective plan, they needed information about the current state of the process and the culture. At the time there was one established safety survey, the Minnesota Safety Perception Survey. It was developed by the Association of American Railroads and the University of Minnesota at Duluth. The survey was designed to assess a firm's \"safety system effectiveness\" and provide direction for improvement efforts. They have applied this survey to more than 100,000 employees in over 10 companies. The typical result of the process described above is a reduction in the company's accident rate of 30%-50%.

In Brief Recent psychological research has revealed an unconscious system that is responsible for many of the decisions people make. This system has several biases that can lead to decisions that compromise safety. This article describes these biases, examines how they may lead to bad decisions related to safety and discusses how to protect against this. Decision making is fundamental to safe performance, whether the decisions of workers, managers or executives. In the past 10 years, researchers in psychology have made several advances in the understanding of decision making. This article describes some of these advances and discusses their relevance to safety. It also suggests some strategies that workers can apply to avoid bad decisions, and provides background to enable OSH professionals to develop their own strategies. When the space shuttle Challenger took off on its final, fateful flight, it did so despite the fact that the chief engineer refused to sign off on the launch. Furthermore, it was cold on launch day, and ample data were available indicating that problems with the seals (that failed and caused the loss of the vehicle) occurred whenever the vehicle was launched in cold weather (Feynman, 1999). Why was Challenger allowed to launch if indicators signaled that doing so was unsafe? It would be easy to suspect improper motives on the part of the NASA executives in charge of the launch. After all, the flight promised to provide some much-needed positive publicity for NASA, as President Reagan was planning to call the shuttle on national television at some point during the mission. System 1 & System 2 Decision-Making Processes Recent Nobel Prize winning research on the decision-making process may provide a better explanation. Kahneman (2008) describes two systems for making decisions. System 2 is the conscious process with which most are familiar. It is rational and responds to new information. Because it is deliberative, it is relatively slow. The operations of System 2 require attention.

Deming wanted to know what psychologists could tell him about how to accomplish that change. Since Deming's death in 1993, psychology has changed considerably. Importance of Employee Satisfaction & Happiness The authors' own data confirm the importance of employee satisfaction and happiness on safety performance (Carder, 2014). Since 1993, the authors have surveyed more than 100,000 employees in various companies. According to Donald Clifton (cited in Robison, 2003), \"Happy employees who are satisfied with their job will be more engaged, more creative, do superior work and be less likely to leave the company.\" According to the Baker Panel report on the BP Texas City refinery incident: BP has emphasized personal safety in recent years and has achieved significant improvement in personal safety performance, but BP did not emphasize process safety.

Stimulation at several mesencephalic and diencephalic sites abolished responsiveness to intense pain in rats while leaving responsiveness to other sensory modes relatively unaffected. The peripheral field of analgesia was usually restricted to one-half or to one quadrant of the body, and painful stimuli applied outside this field elicited a normal reaction. Analgesia outlasted stimulation by up to 5 minutes. Most electrode placements that produced analgesia also supported self-stimulation. One placement supported self-stimulation only in the presence of pain.

Current safety systems emphasize individual behavior. Quality theory asserts that the employee is only part of a large system comprised of such factors as policies, procedures, and machinery. This system is ultimately under management's control. Systems that have dramatically improved quality and decreased production costs focus on the entire system of planning and production rather than on individual behavior. According to the quality theory: 1. Data must be considered with a knowledge of variation. 2. A fundamental objective of measurement is to provide insight into how to improve the underlying process. 3. The measurement system should include process measures as well as results measures. 4. Construction of an effective measurement system requires application of profound knowledge - variation, theory of systems, psychology, and theory of knowledge.

Book Title The Undoing Project: A Friendship That Changed Our Minds Author(s) Michael Lewis Book Topic How a Nobel Prize-winning theory of the mind altered perceptions of reality Publisher W. W. Norton & Co. ISBM-13 978-0-39325-459-4 Format/Length Hardcover/369 pages Price $28.95 Brooks Carder Reviewer James J. Rooney LinkedIn® Discussion Coordinator LinkedIn Discussion Website https://www.linkedin.com/gro ups/8655358 Abstract Forty years ago, Israeli psychologists Daniel Kahneman and Amos Tversky wrote a series of breathtakingly original papers that invented the field of behavioral economics. According to Lewis, by 2016 one out of every 10 papers published in economics has had a behavioral angle.1 Lewis's book is gripping; even if you don't care at all about the science, it is still worth reading. How do you think that the human predilection for explaining events based on their outcomes without considering associated factors and probabilities impacts the development of quality management systems?