I have found that using the model from the Olympic construction has worked well, tool box talks, briefs, coaching, stop and talk to people, get in their faces but not in a nasty way. It is slow work but reaps lots of benefits.

quote=RayRapp]I am not convinced that we as health and safety practitioners do change people attitudes or behaviours. Workers have their own beliefs about safe working practices and only life/work experiences are likely to change them - certainly not TBTs, inductions etc. I am convinced that people know how to work safely, whether they choose to do some of the time, or all of the time, is another matter. Human nature is to take short cuts to save time, money or effort. It is the role of the practitioner to ensure that these are identified, investigated and reported to senior management. The people who can change workers attitudes and behaviours are the supervisors and managers within the company. By ensuring policies, procedures and good practices are followed at all times, not just when it suits their purpose. Without the support of senior management the health and safety person has a difficult, if not impossible task. There you have it.

Generally, there is too little in the way of one-to-one interaction to enable anything with a lasting effect. Conversions on the road to Damascus are very rare events. Yes you need the buy-in of Managers, but applying the whole range of moral, social, health, economic and legal arguments at training days and regular meetings will eventually (usually) reap some reward. It's usually a matter of incremental gain and dogged determination though. Behavioural Safety Program anyone?