April 15, 2024 • 8 mins
Cultura Preventiva o Actitud Preventiva escucha y analiza lo que sale de mi boca.
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Episode Transcript
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(00:09):
While this is for invisible friends,welcome back to the Podcast Safety, Health
and much better. I did notintend to do this program or, rather,
this episode, because I no longerused to celebrating that twenty- ninth
of April or International Health and SafetyDay, as it is waste of saliva,
(00:29):
money and time uselessly. But Iwas given to write an article that
is very interesting. As I said, another twenty- nine of April is
coming very soon and still in safetyand greeting at work. We are talking
about creating a preventive culture. Eyethat is laudable, but this being an
(00:49):
almost unattainable goal, since cultural changesfrom scratch require many years of conditioning or
challenge conditioning people, not to saywhole societies. And in this specific case
we are talking about companies. WhenI talk about conditioning, I talk about
brainwashing people to see that safety isfor something. And, look, you
(01:15):
also have to tell here that resourcesare being spent and he who doubts this,
that he reads the story and analyzesit, since creating a culture from
scratch is not blowing and making bottles, and whoever tells him is falling lies.
Some propose to train all professionals inall areas of safety and health,
despite their costs and limitations, andothers, like me, simply present changing
(01:41):
an approach in a way that canreach anyone in a simple and easy way.
But, look, under no circumstancescan we continue to do prevention on
the basis of the globalist whims ofthe International Labour Organization, which is the
(02:01):
main promoter of this international day,since its proposals are simply incongruous and empty,
made only to justify the salaries thatthe bureaucrats charge and promote globalism.
That is the only thing the hospitaldoes and, as it is logical for
(02:23):
nothing, it takes care of thesafety of workers' health, let alone
of companies. And the one whohas doubts in this case also carefully looks
at the ILO proposals for International SecurityDay and Salon work over the last ten
years and sees what benefits or whatresults they have generated or are astounding,
(02:46):
because the zero is huge and ifyou still have doubts after analyzing those ten
years of empty proposals. Listen tomy interview with one of the Horita representatives.
A while ago in the eyes.Today I personally see more productive and
cost effective in time, both forus, as preventionists and for companies,
(03:08):
a very simple and easy concept toapply and focused on individuals. And this
is simply that of the preventive attitude, since it is not necessary to explain
that it is much easier to changesome habits or behaviors of some individuals than
to change a complete culture. Whilethe concept or idea of change of preventive
(03:30):
culture is not bad, we mustbe punctual and more precise. We'
re in a time when he talksso much tapas, it' s no
use. These are times of globalcrisis and change where we waste time and
money on narrowly or unpacked concepts thatdo little or nothing for us, for
companies, and much less for workers. Concepts must be comprehensive so that they
(03:55):
take effect and are bought and orassimilated by people at all levels quickly and
effectively. That' s what youwant today. Organizations do not want to
spend time or money on discovering warmwater, although as always here in this
area there is for all tastes,as safety and safety work gives for all.
(04:24):
In my opinion, achieving these changesrequires three strategies and tactics from three
fronts, which represent the greatest numberof barriers to changing attitudes. First we,
yes, we preventionists, how manycontinue to make the same recipes and
the dish still knows it will bethat we change cooks or simply the ingredients
(04:48):
or just make another recipe. Manyof us are or have been resistant to
change and do not want to leaveour zone of comfort and confidence. And
this really helps workers, although theyare the target of any preventive measures that
we want to apply for their safetyand health, they are a challenge.
(05:10):
Addressing him according to his plobulation isthe secret. That powdery talk that doesn
' t work for everyone equally,doesn' t produce results, and doesn
' t promote behavior change. Wewant workers to do what we tell them,
and that requires quite a lot ofwork for companies. The third aspect
(05:34):
or front that we must change inmany cases is based on managements based on
what is managen in the twentieth ornineteenth century, and this is a barrier
that for any type. It's a barrier to any kind of change
we want to make. Remember onething management and another thing is leadership.
(05:54):
Anyone can give orders and order papersand anything else is to lead. Eye.
I' m not going to getmuch into the subject of human talent,
but I' m going to recommendtwo books to you to analyze what
this change from what management is.First, Whatmander Snow and Gary Hammel'
(06:15):
s second The Futurus Management, whichis one of the world' s leading
management experts. These books explain indetail how to build a new leadership base,
and that North is the one thatshould guide our efforts. If we
' re managers, please stay awayfrom all those charletans who sell leadership as
(06:36):
something extraterrestrial and have never even runa football team. Leadership comes from the
experience of dealing with people, notreading a booklet or taking a course for
a weekend. A lot of attentionto this idea of preventive attitude. Many
(06:57):
may say it' s my invention, but it' s not and it
' s not new. A fewyears ago, my friends from the Chilean
Security Association handled the concept, butdue to the changes that I have had
lately Chile would not know how thatturned out today, since when you do
(07:18):
prevention based on fashions or trends,nothing good comes out wait very soon.
A second part, because this isa topic, a little bit broad from
this topic where I will give youthe tips for how to use it in
the work life of the preventist andhow to carry it out. What interests
(07:39):
us in this case. And Iwant to end up with a date from
my favorite psychologist, me Dan viePeterson. You want equal results. I
have a question for You, whatthe hell are you doing then to improve
yourself, to differentiate and highlight aboutthe mediocre when you strive to generate and
(08:00):
that is perfect, as I amalways available on social networks. Steal safety
and health. Arroba Safety and Healthb and in the number one block of
safety and health in Spanish Safety andhealth dot org. As always, thank
you for joining me and we're listening.
While this is for invisible friends,welcome back to the Podcast Safety, Health
and much better. I did notintend to do this program or, rather,
this episode, because I no longerused to celebrating that twenty- ninth
of April or International Health and SafetyDay, as it is waste of saliva,
(00:29):
money and time uselessly. But Iwas given to write an article that
is very interesting. As I said, another twenty- nine of April is
coming very soon and still in safetyand greeting at work. We are talking
about creating a preventive culture. Eyethat is laudable, but this being an
(00:49):
almost unattainable goal, since cultural changesfrom scratch require many years of conditioning or
challenge conditioning people, not to saywhole societies. And in this specific case
we are talking about companies. WhenI talk about conditioning, I talk about
brainwashing people to see that safety isfor something. And, look, you
(01:15):
also have to tell here that resourcesare being spent and he who doubts this,
that he reads the story and analyzesit, since creating a culture from
scratch is not blowing and making bottles, and whoever tells him is falling lies.
Some propose to train all professionals inall areas of safety and health,
despite their costs and limitations, andothers, like me, simply present changing
(01:41):
an approach in a way that canreach anyone in a simple and easy way.
But, look, under no circumstancescan we continue to do prevention on
the basis of the globalist whims ofthe International Labour Organization, which is the
(02:01):
main promoter of this international day,since its proposals are simply incongruous and empty,
made only to justify the salaries thatthe bureaucrats charge and promote globalism.
That is the only thing the hospitaldoes and, as it is logical for
(02:23):
nothing, it takes care of thesafety of workers' health, let alone
of companies. And the one whohas doubts in this case also carefully looks
at the ILO proposals for International SecurityDay and Salon work over the last ten
years and sees what benefits or whatresults they have generated or are astounding,
(02:46):
because the zero is huge and ifyou still have doubts after analyzing those ten
years of empty proposals. Listen tomy interview with one of the Horita representatives.
A while ago in the eyes.Today I personally see more productive and
cost effective in time, both forus, as preventionists and for companies,
(03:08):
a very simple and easy concept toapply and focused on individuals. And this
is simply that of the preventive attitude, since it is not necessary to explain
that it is much easier to changesome habits or behaviors of some individuals than
to change a complete culture. Whilethe concept or idea of change of preventive
(03:30):
culture is not bad, we mustbe punctual and more precise. We'
re in a time when he talksso much tapas, it' s no
use. These are times of globalcrisis and change where we waste time and
money on narrowly or unpacked concepts thatdo little or nothing for us, for
companies, and much less for workers. Concepts must be comprehensive so that they
(03:55):
take effect and are bought and orassimilated by people at all levels quickly and
effectively. That' s what youwant today. Organizations do not want to
spend time or money on discovering warmwater, although as always here in this
area there is for all tastes,as safety and safety work gives for all.
(04:24):
In my opinion, achieving these changesrequires three strategies and tactics from three
fronts, which represent the greatest numberof barriers to changing attitudes. First we,
yes, we preventionists, how manycontinue to make the same recipes and
the dish still knows it will bethat we change cooks or simply the ingredients
(04:48):
or just make another recipe. Manyof us are or have been resistant to
change and do not want to leaveour zone of comfort and confidence. And
this really helps workers, although theyare the target of any preventive measures that
we want to apply for their safetyand health, they are a challenge.
(05:10):
Addressing him according to his plobulation isthe secret. That powdery talk that doesn
' t work for everyone equally,doesn' t produce results, and doesn
' t promote behavior change. Wewant workers to do what we tell them,
and that requires quite a lot ofwork for companies. The third aspect
(05:34):
or front that we must change inmany cases is based on managements based on
what is managen in the twentieth ornineteenth century, and this is a barrier
that for any type. It's a barrier to any kind of change
we want to make. Remember onething management and another thing is leadership.
(05:54):
Anyone can give orders and order papersand anything else is to lead. Eye.
I' m not going to getmuch into the subject of human talent,
but I' m going to recommendtwo books to you to analyze what
this change from what management is.First, Whatmander Snow and Gary Hammel'
(06:15):
s second The Futurus Management, whichis one of the world' s leading
management experts. These books explain indetail how to build a new leadership base,
and that North is the one thatshould guide our efforts. If we
' re managers, please stay awayfrom all those charletans who sell leadership as
(06:36):
something extraterrestrial and have never even runa football team. Leadership comes from the
experience of dealing with people, notreading a booklet or taking a course for
a weekend. A lot of attentionto this idea of preventive attitude. Many
(06:57):
may say it' s my invention, but it' s not and it
' s not new. A fewyears ago, my friends from the Chilean
Security Association handled the concept, butdue to the changes that I have had
lately Chile would not know how thatturned out today, since when you do
(07:18):
prevention based on fashions or trends,nothing good comes out wait very soon.
A second part, because this isa topic, a little bit broad from
this topic where I will give youthe tips for how to use it in
the work life of the preventist andhow to carry it out. What interests
(07:39):
us in this case. And Iwant to end up with a date from
my favorite psychologist, me Dan viePeterson. You want equal results. I
have a question for You, whatthe hell are you doing then to improve
yourself, to differentiate and highlight aboutthe mediocre when you strive to generate and
(08:00):
that is perfect, as I amalways available on social networks. Steal safety
and health. Arroba Safety and Healthb and in the number one block of
safety and health in Spanish Safety andhealth dot org. As always, thank
you for joining me and we're listening.
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