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Applying Systems Thinking to Safety

机译：将系统思想应用于安全

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A systems approach was used in an attempt to turn around a failing safety program at a mid-sized manufacturing company. Emphasis was placed on building leadership skills, implementing clear visions for success, removing communication barriers, building dynamic measurement, and inviting and valuing employee participation in order to balance the system's parts and subsystems. Effects were not immediate and required continued vigilance and strong leadership, but gradually all aspects―including safety―began to improve. This site is now leading its corporation in many business aspects, including safety performance, and has become the model on which the corporation is building like successes. When introducing systems thinking to safety professionals, much confusion results. Often, it is confused with system safety or simply not understood. Factually, systems thinking requires that people approach problem solving and day-to-day decision making differently. It requires new skills and long-term goals (Markides). It does not sacrifice today, but realizes that today is merely the first step to tomorrow. Systems thinking realizes this is not a race to win because there is no finish line. It is a challenge that requires SH&E professionals to always be at the front of the pack in a race that never finishes (Senge).
机译：在中型制造公司中，尝试使用系统方法来解决失败的安全程序。重点放在建立领导技能，实现成功的清晰愿景，消除沟通障碍，建立动态评估以及邀请和评估员工参与度上，以平衡系统的各个部分和子系统。效果不是立竿见影的，需要持续的警惕和强有力的领导，但是逐渐地，包括安全性在内的所有方面都开始得到改善。该站点现在在许多业务方面（包括安全性能）在公司方面处于领先地位，并且已成为公司成功建立的典范。向安全专业人员介绍系统思想时，会导致很多混乱。通常，它与系统安全性混淆或根本不被理解。实际上，系统思维要求人们以不同的方式解决问题和进行日常决策。它需要新的技能和长期目标（Markides）。它今天没有牺牲，但意识到今天只是明天的第一步。系统思考意识到这不是一场胜利，因为没有终点线。这是一项挑战，要求SH＆E专业人员在永无止境的比赛中始终处于领先地位（Senge）。

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