People are typically uncomfortable with change. That's why making things happen entails dealing with others' fears.
The strategy is to establish a pilot interim storage facility that mainly will accept used nuclear fuel from reactors that have already been shut down; a larger interim storage facility; and one or more long-term geologic repositories.
Organizations that tend to outperform others do so with highly engaged employees who feel like they are in the know regarding the company strategy and their evolving role within it.
We've worked in this field for three decades and have seen numerous organizations with dramatic soft-tissue injury risks have been able to realize up to 80 percent reductions in such injuries.
"This three-sided strategy . . . could be a model for many other communities," said Gary Tuggle, DEA Special Agent in Charge for the Philadelphia Division.
Leaders can help build a more mindful workforce.
Successful organizations concentrate on a few specific precautions identified by data that will focus efforts to prevent injuries and incidents.
The July 2013 derailment in Lac-Mégantic, Quebec, of a crude oil train triggered many federal actions in Canada and the United States as crude oil shipments by rail skyrocketed.
Leaders have to encourage mental readiness, first in themselves and then within everyone else.
Rebuilding trust won't be easy.
If people are unaware of what they need to do or how they need to do it, we must ensure communication is clear and both performance and results based.
No single activity is the answer for everyone. Look for any kind of low-impact, low embarrassment, low-pain activities that are relatively easy to do, low-risk, and are readily available nearby.
Dr. Omalu subsequently was called in to consult on several retired football players' autopsies in which he identified CTE.
Precision is necessary to ensure recovery with the right resources to rebound. If you must make cuts, use a scalpel, not an axe.
While it is desired for all employees at all levels to eventually be involved, perceptions about trust and the use of the data will initially determine who is an observer.
Expert leaders provide hope, deepen relationships, and work toward bringing people together.
An expert panel's report finds WHO does not possess the capacity or organizational culture to deliver a full emergency public response.
Understanding why people do what they do and what they value is important for leaders to know in order to nudge additional effort.
A commonly mistaken perception about perceptions is that these are visually based.
The rule includes requirements for the tunnel inventory, as well as inspection procedures and the qualifications and training of tunnel inspectors.