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OHS · Occupational Health and Safety · programme 05

Improve vigilance

Develop reflexes in response to the risk of workplace accidents.

Why this programme

Accidents often come from a detail we no longer notice. The programme trains the eye: spot, anticipate, alert. The scenes are those of your workshops, your offices, your sites.

The most important practical lesson that can be given to nurses is to teach them what to observe—how to observe.

Florence Nightingalenurse, pioneer of modern nursingNotes on Nursing: What It Is, and What It Is Not, 1859

What your teams experience

  1. The hazard hunt: spot the hidden dangers in images of your premises.
  2. The near miss: reconstruct the chain of events and the breaking point.
  3. The golden rule: match each situation to the instruction that covers it.
  4. The vigilance pact: each team commits to one reflex to adopt.

Each activity opens and closes with a projected cinematic sequence, personalised for your teams. The facilitator sets the pace: nothing moves forward without them.

What the company gains

A trained eye for the real risks in your spaces, and vigilance commitments for each team.

44 000

At least 44,000 Americans die each year as a result of medical errors […] the number may be as high as 98,000.

Institute of Medicine (United States)To Err Is Human: Building a Safer Health System, 1999

How we tailor it to you

Your wording, departments, figures and photos are built into the challenges and cinematic sequences, to the letter. The look follows your brand guidelines. Teams are formed on the spot or based on your organisation chart. The session report is delivered to you after the event.

The sources of this programme

Every game, measure and reminder in this programme builds on published research. The facilitator cites it in the debriefs, and you can check every reference.

  1. Simons, D. J., & Chabris, C. F. (1999). Gorillas in our midst: Sustained inattentional blindness for dynamic events. Perception, 28(9), 1059-1074. 10.1068/p281059
  2. Jeelani, I., Albert, A., & Gambatese, J. A. (2017). Why do construction hazards remain unrecognized at the work interface? Journal of Construction Engineering and Management, 143(5). 10.1061/(ASCE)CO.1943-7862.0001274
  3. Endsley, M. R. (1995). Toward a theory of situation awareness in dynamic systems. Human Factors, 37(1), 32-64. 10.1518/001872095779049543
  4. Broadbent, D. E., Cooper, P. F., FitzGerald, P., & Parkes, K. R. (1982). The Cognitive Failures Questionnaire (CFQ) and its correlates. British Journal of Clinical Psychology, 21(1), 1-16. 10.1111/j.2044-8260.1982.tb01421.x
  5. Wallace, J. C., & Vodanovich, S. J. (2003). Workplace safety performance: Conscientiousness, cognitive failure, and their interaction. Journal of Occupational Health Psychology, 8(4), 316-327. 10.1037/1076-8998.8.4.316
  6. Ariga, A., & Lleras, A. (2011). Brief and rare mental "breaks" keep you focused: Deactivation and reactivation of task goals preempt vigilance decrements. Cognition, 118(3), 439-443. 10.1016/j.cognition.2010.12.007
  7. Phimister, J. R., Oktem, U., Kleindorfer, P. R., & Kunreuther, H. (2003). Near-miss incident management in the chemical process industry. Risk Analysis, 23(3), 445-459. 10.1111/1539-6924.00326
  8. Heinrich, H. W. (1931). Industrial Accident Prevention: A Scientific Approach. McGraw-Hill (ouvrage).
  9. Hale, A., & Borys, D. (2013). Working to rule, or working safely? Part 1: A state of the art review. Safety Science, 55, 207-221. 10.1016/j.ssci.2012.05.011
The foundations shared by all our programmes (20 references)

The mechanics of our sessions: team play, the debrief, the before-and-after measure, spaced reminders.

  1. Zohar, D. (1980). Safety climate in industrial organizations: Theoretical and applied implications. Journal of Applied Psychology, 65(1), 96-102. 10.1037/0021-9010.65.1.96
  2. Zohar, D. (2010). Thirty years of safety climate research: Reflections and future directions. Accident Analysis & Prevention, 42(5), 1517-1522. 10.1016/j.aap.2009.12.019
  3. Christian, M. S., Bradley, J. C., Wallace, J. C., & Burke, M. J. (2009). Workplace safety: A meta-analysis of the roles of person and situation factors. Journal of Applied Psychology, 94(5), 1103-1127. 10.1037/a0016172
  4. Clarke, S. (2006). The relationship between safety climate and safety performance: A meta-analytic review. Journal of Occupational Health Psychology, 11(4), 315-327. 10.1037/1076-8998.11.4.315
  5. Beus, J. M., Payne, S. C., Bergman, M. E., & Arthur, W., Jr. (2010). Safety climate and injuries: An examination of theoretical and empirical relationships. Journal of Applied Psychology, 95(4), 713-727. 10.1037/a0019164
  6. Hofmann, D. A., Burke, M. J., & Zohar, D. (2017). 100 years of occupational safety research: From basic protections and work analysis to a multilevel view of workplace safety and risk. Journal of Applied Psychology, 102(3), 375-388. 10.1037/apl0000114
  7. Burke, M. J., Sarpy, S. A., Smith-Crowe, K., Chan-Serafin, S., Salvador, R. O., & Islam, G. (2006). Relative effectiveness of worker safety and health training methods. American Journal of Public Health, 96(2), 315-324. 10.2105/AJPH.2004.059840
  8. Burke, M. J., Salvador, R. O., Smith-Crowe, K., Chan-Serafin, S., Smith, A., & Sonesh, S. (2011). The dread factor: How hazards and safety training influence learning and performance. Journal of Applied Psychology, 96(1), 46-70. 10.1037/a0021838
  9. Witte, K. (1992). Putting the fear back into fear appeals: The extended parallel process model. Communication Monographs, 59(4), 329-349. 10.1080/03637759209376276
  10. Witte, K., & Allen, M. (2000). A meta-analysis of fear appeals: Implications for effective public health campaigns. Health Education & Behavior, 27(5), 591-615. 10.1177/109019810002700506
  11. Tannenbaum, M. B., Hepler, J., Zimmerman, R. S., et al. (2015). Appealing to fear: A meta-analysis of fear appeal effectiveness and theories. Psychological Bulletin, 141(6), 1178-1204. 10.1037/a0039729
  12. Ruiter, R. A. C., Kessels, L. T. E., Peters, G.-J. Y., & Kok, G. (2014). Sixty years of fear appeal research: Current state of the evidence. International Journal of Psychology, 49(2), 63-70. 10.1002/ijop.12042
  13. Reason, J. (1990). Human Error. Cambridge University Press (ouvrage).
  14. Reason, J. (1997). Managing the Risks of Organizational Accidents. Ashgate (ouvrage).
  15. Dekker, S. (2007). Just Culture: Balancing Safety and Accountability. Ashgate (ouvrage).
  16. République tunisienne. Code du travail : « Hygiène et sécurité des travailleurs » et « Médecine du travail » (art. 153 : service de médecine du travail propre ou commun) (texte légal). ; https://www.jurisitetunisie.com/tunisie/codes/ct/Ct1215.htm www.jurisitetunisie.com/tunisie/codes/ct/Ct1140.htm
  17. République tunisienne. Loi n° 90-77 du 7 août 1990 portant création de l'Institut de santé et de sécurité au travail, modifiée par la loi n° 96-9 (texte légal). www.social.gov.tn/en/law-no-77-1990-dated-august-7-1990-relating-creation-institute-occupational-health-and-safety
  18. République tunisienne. Loi n° 94-28 du 21 février 1994 portant régime de réparation des préjudices résultant des accidents du travail et des maladies professionnelles, JORT n° 15 du 22 février 1994, 308-318 (texte légal). www.isst.nat.tn/fr/article/loi-n-94-28-du-21-fevrier-1994
  19. République tunisienne. Loi n° 2004-71 du 2 août 2004 portant institution d'un régime d'assurance maladie (création de la CNAM, qui gère la réparation des accidents du travail et maladies professionnelles) (texte légal). www.cnam.nat.tn/lacaisse.jsp
  20. Ministère des Affaires sociales & Organisation internationale du Travail (2023). Profil national de la sécurité et de la santé au travail en Tunisie (rapport). www.social.gov.tn/sites/default/files/2024-01/Profil%20National%20de%20la%20S%C3%A9curit%C3%A9%20et%20de%20la%20Sant%C3%A9%20au%20Travail%20en%20Tunisie%20(VF)_0.pdf

Before you book

What is digital team building?

A team building session in which teams play challenges on participants' phones while a big screen shows the running order, the scores and the cinematic sequences. A facilitator runs the room from start to finish. Everything happens in person.

Do we need to install an app?

No. Participants scan a QR code and play in their phone's browser. No account, no password, no installation. It works on iPhone and Android.

Is there a limit on the number of participants?

No. The platform adapts to your headcount, from a small team to the whole company, in one or several rooms.

Demo

See “Improve vigilance” in action.

Thirty minutes on your premises. You play a challenge and see the report at the end.

Request a demo