The National Capital Chapter was recognized as a Platinum Level Chapter for the 2019-2020 Chapter Year. Only 2 Chapters in Region VI and 28 Chapters Overall received this level of recognition. Congratulations to the 2019-2020 Leadership Team:
President: Wyatt Bradbury, CSP, CHST, CIT
President-Elect: April Dorsey, CHST
Treasurer: Marcus Odorizzi, CSP, ASP
Secretary: Ashelyn McConnell, ASP
Delegate: Lindsay Bell, MPH, CSP
Director: Tom Trauger, CSP, ARM
Programs Chair: Sharon Lipinski
Newsletter: Mary Ciesluk
The full listing of chapters is available at this link: https://www.assp.org/membership/awards-and-honors/group-awards/platinum-chapter-award/past-recipients
On July 2, 2020 OSHA shared its most frequently asked questions (FAQs) and answers related to the coronavirus disease 2019 (COVID-19) pandemic.https://www.osha.gov/news/newsreleases/national/07022020
Questions are grouped by topic, and cover:
- General Information
- Cleaning and Disinfection
- Cloth Face Coverings
- Employer Requirements
- Personal Protective Equipment
- Restrooms and Handwashing Facilities
- Return to Work
- Testing for COVID-19
- Worker Protection Concerns
It is our honor to recognize the following members for their years of service to the safety profession and support to the National Capital Chapter of ASSP.
Catherine Van Aerden
E Patricia Liegey
Thank you to Dr. Ivan Pupulidy for a dynamic discussion on Cultural Interventions. The link to the recording of the discussion is below and available until 7/31
Here are some general thoughts, questions, and points that were brought up during the conversation:
-Simple, Complicated, and Complex situations must be addressed differently.
-Simple contexts depend on certainty and predictability. Complex contexts have uncertainty and unpredictability. Cultural interventions exist in the space in between.
-Information is the currency of safety.
-Not all systems require the same info
-Simple contexts look at trends, routines, and patterns. Complex look at sensemaking and innovation. Simple contexts require the understanding of components and technical knowledge. Therefore, it is important to recognize anomaly. We need to evaluate the specific risks that can be controlled and the anomalies from a further step back.
-Response tends to dampen human variability through additional controls. Is this what we want or do we ultimately desire increased variability so that we can co-evolve with the changing environment. Focus less on what the decision was so that you can comprehend the factors that led up to tit and why that decision was made. How do norms shift as a situation evolves?
-Causal factors are influences. We are going from dispositional attribution to situational attribution.
-How are we pushing our leaders to reflect and choose learning? This is ultimately the key to success on the complex end of the spectrum. Thin slicing needs to be acceptable and leaders need to be able to accept experience or “gut” as an appropriate answer.
-In many ways, thin slicing relates to the idea of work being “experiments.”
-The words we use are extremely important. Is leadership in a learning mode? Are they coaching? Training?
-How are leaders selected and transitioned? Are their motivations understood?
-Leaders should be deliberate in their response and not reactive.
Key terms: Teaming, Sensemaking, Trust, Psychological safety
How do we operate with inquiry? Does inquiry as a metric improve our outcomes
Thank you to Professor Jennifer Serne for your enlightening discussion on how we make decisions as people and what we as safety professionals need to understand about the thought leading up to incidents.
The session recording and slides are available below.
Session Recording (Available until 7/31) https://transcripts.gotomeeting.com/#/s/d12266b3f3898f452c9a7f2d0477b566688812dcc92c47bcf6f41569d9a93d48