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person in focus
zinta satins
chief innovator
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Tell us a bit about yourself.
I have always worked in safety in one way or another. It is what I love to do. I get great satisfaction from being able to help people by making it easier for them to do their work. To me it is about trying to understand how people go about work and what I can do in the safety realm to add value. It’s about understanding what it is to be human and work with that, not against it.
Where do you draw inspiration from?
I draw inspiration from a wide range of sources. It could be a billboard that catches my eye while on my bus trip home. I draw a lot of my inspiration from the creative community. Often I will come across an idea, approach or a way of expressing an idea and I will draw on that within my own work.
How important is creativity in safety?
Creativity is extremely important. It is what allows us to think about what is possible. It allows up and out thinking. Creativity also frees up our approach, allowing us to come with ideas that may or may not work. Without creativity it is difficult to imagine that there is a different way of doing things and come up with out of the box ideas. I also believe that when you encourage people to be creative it is exciting and engaging. People are inherently creative and have a personal investment in the things that they are part of creating.
What is the biggest flaw in the way safety is currently managed?
I think one of the issues is that people don’t critically question and challenge why safety is managed the way that it is. In a way there are no rules when it comes to safety management. There are infinite ways to do it and we are only limited by our imagination.
What excites you outside of work?
I am passionate about making things. Some people may call it an excuse to hoard fabric but I love sewing items from secondhand fabric (vintage sheets are my favourite). I am also a massive fan of knitting blankets for my friends and loved ones. But the thing that I am most excited about it raising my children to be passionate about their endeavours and to be community minded.
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some exercise for your brain
art of work quiz recommendation
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update from the director
kelvin genn
director of disruption
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At the Art of Work, we have undertaken a significant number of enabling safety learning focus groups and interviews. In these sessions with safety professionals, we have found one question in particular to be the most difficult for them to answer: “what is the most significant improvement for how work is done that you have been a part of in the last 12 months?”
This question seems to be at odds with the intent and purpose of the safety practitioner work expectation; as rarely can respondents share an improvement contribution. I find this quandary to be fascinating, for, in the enabling safety paradigm, the constant quest to improve work as done is a central tenet of successful effort.
I was drawn to this thought whilst watching a video by Destin Sandlin - smarter every day where he set about redesigning a circular saw that eliminated kickback through the application of analytical design. Destin approached the problem through an engineering lens, utilising machine learning to design a system solution for the problem. This approach to the problem, seeking to improve work as done, is the enabling design paradigm.
The question that is worth contemplating, is what is the effort of your safety team being applied to; and do those that do the work seek their contribution as a solution to harness, or are they seen as working on the problem to control. Would there be greater yield by employing the problem solving methods employed by Destin Sandlin.
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is psychological safety enough when it comes to enabling wellbeing?
by pete jensen
director of wellbeing
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I recently came across a comment on social media that said when it comes to wellbeing “Psychological Safety is not the silver bullet”, and it resonated strongly with me.
Whilst creating Psychological Safety is important, evidence from many quarters supports the notion that the direct and indirect costs of trying to manage wellbeing are increasing.
While some organisations are generating a great return, for others, the ‘wellbeing headache’ hasn’t gone away, and may in fact be getting worse.
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