Alana BallHost
I wanted to talk about something that I've been reading, reflecting, thinking about my own leadership journey, and obviously what we're talking about in the women in safety space, which is, have we really been asking the wrong questions when it comes to safety? Now, I found myself reading a really interesting article.

No, I was going digging specifically for different articles to kind of reflect and read on.

And you would think something from back there, particularly around health and safety, is I feel like you'd think it was outdated.

And instead it was actually quite current, which made me wonder, how is it that our profession knows things a long time before we're perhaps ready to act on them? And why knowledge then doesn't equal change? So we've got decades of evidence.

And we know that the way we participate workers in things like consultation is absolutely imperative in what we do.

Yet, we still, in many organisations, default to counting the injuries, counting the workplace observations, counting how many people completed a training or proving that there was a level of compliance.

So why? Why do we still do it when we know that leadership culture, worker participation are the things that drive health and safety change? I think it comes down a lot to the stories we tell ourselves and the beliefs that perhaps we've inherited and inherited along the way.

And I think we've heard along the way, I guess, that, you know, we've had the safety is the police.

So isn't it the responsibility of safety? And over the years, we've heard that zero injuries equals success, right? Zero harm.

And we also know that, or not know, rather, that the story that we've told ourselves is that more paperwork, the more procedures will equal better control over things.

I wanted to talk about something that I've been reading, reflecting, thinking about my own leadership journey, and obviously what we're talking about in the women in safety space, which is, have we really been asking the wrong questions when it comes to safety? Now, I found myself reading a really interesting article.

No, I was going digging specifically for different articles to kind of reflect and read on.

And you would think something from back there, particularly around health and safety, is I feel like you'd think it was outdated.

And instead it was actually quite current, which made me wonder, how is it that our profession knows things a long time before we're perhaps ready to act on them? And why knowledge then doesn't equal change? So we've got decades of evidence.

And we know that the way we participate workers in things like consultation is absolutely imperative in what we do.

Yet, we still, in many organisations, default to counting the injuries, counting the workplace observations, counting how many people completed a training or proving that there was a level of compliance.

So why? Why do we still do it when we know that leadership culture, worker participation are the things that drive health and safety change? I think it comes down a lot to the stories we tell ourselves and the beliefs that perhaps we've inherited and inherited along the way.

And I think we've heard along the way, I guess, that, you know, we've had the safety is the police.

So isn't it the responsibility of safety? And over the years, we've heard that zero injuries equals success, right? Zero harm.

And we also know that, or not know, rather, that the story that we've told ourselves is that more paperwork, the more procedures will equal better control over things.
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