They go beyond the call of duty to make the process work. Working together this way boosts morale, trust, belonging, and optimism. Obviously, the individuals experiencing these feelings benefit, as does the organization. Culture change led by individual and group behavior does not come quickly. It takes time, and a continuous commitment from everyone.
Management needs to give the kind of consistent support that encourages employee involvement.
Understanding the fallacies in the ten common myths reviewed here is a start. That's the bottom-line purpose for my first ISHN article in 1999. By E. Scott Geller, Ph.D., Senior Partner, Safety Performance Solutions, and Professor of Psychology, Virginia Tech. Copyright 2001 by Business News Publishing Co.