Ever feel like the bad guy at work when you warn someone about a something they were doing that was unsafe? Have you ever said to yourself, "I should have said something," after witnessing an accident? Unfortunately it's a common way of thinking at work and in other parts of our lives, says John Drebinger, the keynote speaker at the 2008 Indiana Safety and Health Conference and Expo held this week in Indianapolis, Indiana.

Mr. Drebinger, a communication and motivational expert, spoke about building a safer workforce to more than 600 safety professionals from Indiana and several surrounding states. The conference was presented by the Indiana chapter of the American Society of Safety Engineers (ASSE) and the Indiana Chamber of Commerce in partnership with the National Environmental, Health and Safety Training Association (NESHTA), Indiana INSafe, and the American Industrial Health Association.

Mr. Drebinger talked about why people hesitate to warn others about workplace hazards or unsafe acts. He reminded the audience that our thoughts determine our actions. When we see an unsafe act, the first thing we think is, "nothing will happen." Another thought that creeps in is, "I wonder what they'll think of me if I say something." Even when the outcome is good when we do say something, it still feels awkward, or we think, "I'm an idiot for saying that." These thoughts, if not changed, can have very serous consequences.

John recounted a true story about an experienced worker who was working on a platform near a hi-voltage bus, with two less-experienced employees watching. They noticed that the worker was very close to the bus, but decided since he was experienced they wouldn't say anything because they worried he might get upset. They assumed he knew what he was doing. The experienced worker didn't see the bus. He touched it, and lost the arm and part of his other arm. The emotional damage to the 2 onlookers from their guilt at not saying something added to the overall severe consequences of the accident.

John recommends that safety managers talk to workers about these thought patterns, and help them change the initial thought when noticing an unsafe act to a helpful statement, such as "Can I help you be safer today?" This kind of statement generally gets the attention of the person you are addressing without you or them being defensive. Then, follow with "as you know" before the warning or identification of the hazard. In the case of the electrocution accident, the workers might have said "as you know, there's a hi-voltage bus next to you." That would allow the ore experienced worker to acknowledge the danger, or even save face with "yea, I know."

If someone tries to warn you of danger or correct your unsafe act, always say "thank you for telling me," even if the person made a mistake and there was no real danger or hazard. This kind of response helps keep open communication among workers so that no one feels defensive or reluctant to say something that might save a life or prevent harm.

John reminded the audience that safety professionals are not cops, but lifeguards. Safety managers are a resource to workers and to senior management. People are more likely to learn and change behavior when they are supported and cared for, and not when they are angry or resentful.

John suggested that safety managers integrate information about safety at home into safety training. This not only helps keep workers healthy and more productive, it also demonstrates to workers that their safety is truly important to the organization.