{"id":420,"date":"2025-07-12T09:49:17","date_gmt":"2025-07-12T09:49:17","guid":{"rendered":"https:\/\/safetyjester.com\/?page_id=420"},"modified":"2025-08-08T10:16:00","modified_gmt":"2025-08-08T10:16:00","slug":"new-view-safety","status":"publish","type":"page","link":"https:\/\/safetyjester.com\/?page_id=420","title":{"rendered":"What about ‘New View’ Safety?"},"content":{"rendered":"\n
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How the Good Old Jester and the New View of Safety get along<\/em><\/p>\n\n\n\n

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The principles and methods of Your Safety Jester are aligned with many principles and building block in the so-called ‘New View Safety’. These are explained below.<\/p>\n\n\n\n

This section will be completed soon.<\/em><\/p>\n\n\n\n

Human & Organisational Performance principles<\/strong><\/p>\n\n\n\n

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  1. Mistakes are normal<\/em> – Even the best people make mistakes. It\u2019s important to build systems that anticipate and tolerate human error rather than punish it.<\/li>\n\n\n\n
  2. Blame fixes nothing<\/em> – Blaming individuals does not address systemic issues. It prevents learning and improvement by focusing on symptoms rather than root causes.<\/li>\n\n\n\n
  3. Learning and improving is essential<\/em> – Organizations must constantly learn from successes and failures. Learning comes from understanding how work is actually done, not how it is imagined.<\/li>\n\n\n\n
  4. Context drives behaviour <\/em>– People\u2019s actions make sense to them given their context. To improve performance, we must understand and improve the conditions and systems in which people work.<\/li>\n\n\n\n
  5. How leaders respond to failure matters<\/em> – The way leaders respond to failure or problems determines whether the organization learns and improves or stays stuck. Responses should focus on understanding and growth, not punishment.<\/li>\n<\/ol>\n\n\n\n
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    “<\/strong>People are not the problem to be managed, people are solution to managing problems.” <\/em><\/span>— Todd Conklin<\/p>\n<\/blockquote>\n\n\n\n

    Read more about Human & Organisational Performance (HOP) here<\/a><\/p>\n\n\n\n

    High Reliability Organising principles<\/strong><\/p>\n\n\n\n

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    1. Preoccupation with Failure<\/em> \u2013 Constantly alert to small errors or anomalies.<\/li>\n\n\n\n
    2. Reluctance to Simplify<\/em> \u2013 Embrace complexity and diverse views.<\/li>\n\n\n\n
    3. Sensitivity to Operations<\/em> \u2013 Focus on what is actually happening, not just what should be happening.<\/li>\n\n\n\n
    4. Commitment to Resilience<\/em> \u2013 Build capacity to detect, respond, recover, and adapt to disruptions.<\/li>\n\n\n\n
    5. Deference to Expertise<\/em> \u2013 Decisions are made by those with the most knowledge, not just by hierarchy.<\/li>\n<\/ol>\n\n\n\n
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      \u201cReliability is the presence of adaptive capacity, not the absence of failure.\u201d<\/em><\/strong> — Karl Weick<\/p>\n<\/blockquote>\n\n\n\n

      <\/p>\n\n\n\n

      Resilience Engineering<\/strong><\/p>\n\n\n\n

      This section will be completed soon<\/em>.<\/p>\n\n\n\n

      Learning from daily work<\/strong><\/p>\n\n\n\n

      This section will be co<\/em>mpleted soon.<\/p>\n\n\n\n

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      New View insights should provide more certainty that traditional safety management practices work.<\/strong><\/em><\/em><\/p>\n<\/blockquote>\n\n\n\n

      Deep Democracy Principles<\/strong><\/p>\n\n\n\n

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      1. All voices matter <\/em>\u2013 Include every perspective, even the unpopular. Our opinions and thought processes are influences by our fears, hopes and preferences.<\/li>\n\n\n\n
      2. Emotion has wisdom<\/em> \u2013 Feelings are data, not distractions.We all energetically interact with each other in a group. We consiously and unconsciously reflect and react on the agenda’s of all other members in the group. <\/li>\n\n\n\n
      3. Roles live in all of us<\/em> \u2013 We all carry parts of every viewpoint.The voice of the minority expresses crucial wisdom to the entire group. <\/li>\n\n\n\n
      4. To openly disagree is valuable<\/em>. Follow the heat \u2013 Go toward tension; that\u2019s where truth hides.<\/li>\n\n\n\n
      5. Use power consciously<\/em> \u2013 Be aware of rank, seen and unseen.Mutual relationships are the most important. <\/li>\n<\/ol>\n\n\n\n
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        \u201cThe last voice you want to hear is the one you need to hear the most.\u201d <\/strong><\/em>— Myrna Lewis<\/p>\n\n\n\n

        <\/p>\n<\/blockquote>\n\n\n\n

        <\/p>\n","protected":false},"excerpt":{"rendered":"

        How the Good Old Jester and the New View of Safety get along The principles and methods of Your Safety Jester are aligned with many principles and building block in the so-called ‘New View Safety’. These are explained below. This section will be completed soon. Human & Organisational Performance principles “People are not the problem […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-420","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/safetyjester.com\/index.php?rest_route=\/wp\/v2\/pages\/420","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/safetyjester.com\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/safetyjester.com\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/safetyjester.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/safetyjester.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=420"}],"version-history":[{"count":25,"href":"https:\/\/safetyjester.com\/index.php?rest_route=\/wp\/v2\/pages\/420\/revisions"}],"predecessor-version":[{"id":1014,"href":"https:\/\/safetyjester.com\/index.php?rest_route=\/wp\/v2\/pages\/420\/revisions\/1014"}],"wp:attachment":[{"href":"https:\/\/safetyjester.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=420"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}