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					                                   THE MAGALIESBURGER

                                                  April 2010
                                          Editor: Ivor Clifford

                                     Notice to all Members

                                            April Issue
Next Meeting;

Date:         6th May 2010

Venue:           Reformed Church Centurion

                 226 Basden Avenue, Lyttleton, Centurion

Time                    2.00pm Branch Meeting

Secretary       Ria Mare Cell 083 626 3994 ria.mare@federalmogul.com

Last Meeting Held on 8th April 2010

“If it’s free, it’s advice; if you pay for it, it’s counseling; if you can use either one, it’s a miracle” Jack Adams
The mine visit was successful and the Chairman will write a letter of thanks to Philip de Beer

The new Construction Regulations are to be published in May and the institute will organize a
breakfast explain the implications.

Congratulations to Wilna Louw for winning the SPOTY prize.

The feedback on the Marketing plan was discussed.

The next council meeting of OHSAP will be on the 12th April and feedback will be given at the
next meeting.

A presentation on Ergonomics was given at the meeting and well received.

The workshop on Continuing Professional Development has been postponed and members
will be advised of the new date.

The following new members were welcomed to the committee:

        Roley McIntyre

        Anton Schutte

        Piet van Dyk

        Aubrey Ntlatleng

New regulations on Hazardous work for Children were discussed.

There are problems getting the Magaliesburger out early enough, this matter is to be

Next Meeting to be held on 6th May 2010

The next meeting will feature Presentations on Mechanical & Electrical Safety.

 “If it’s free, it’s advice; if you pay for it, it’s counseling; if you can use either one, it’s a miracle” Jack Adams
I came across this article on the web the other day and thought that it made an
interesting point.

Sometimes we do things that make people angry and anger is not conducive to safety.

Calming an Inflamed Organization
It's shortsighted leadership to attempt to permanently squeeze extra time from workers so they
can't catch their breath and recharge.

By Robert Pater, Apr 01, 2010

Are there people in your company who are working inflamed? Angry, hot around the collar, on
guard, suspicious, untrusting, disbelieving, on edge, ready to react? All are potentially
dangerous to their company's smooth functioning — and to their personal safety.

Cutting-edge medical research is replete with references to inflammation. Brent Bauer, M.D.,
wrote in the Mayo Clinic Health Letter, "It seems as though everyone is talking about
inflammation, especially the fact that it appears to play a role in many chronic diseases."
These illnesses run the gamut, from heart/ cardiovascular problems to Alzheimer's, acne,
arthritis, psoriasis, cancer, asthma, lupus, and many more.

Acute (short-term) inflammation isn't necessarily bad. In a healthy person, it arises from the
immune system's mobilizing in response to illness or injury, doing its job and then standing
down. But many people are chronically inflamed. Their innate defense system rampages out of
control, fighting on against an enemy that's not there (or never was), sometimes attacking the
very body it's supposed to protect. This can lead to autoimmune disease, disintegration, and
loss of all kinds of function.

I've seen similar processes occurring within organizations. People working at a feverish pace
leading to burnout. Trust in leaders crumbling. Anger leading first to disaffection, then to barely
being present, and ultimately even not showing up at all. And accidents or illness stemming
from misdirected attention, where workers were "seeing red" rather than noting changing
hazards and calmly making needed head-it-off-at-the-pass adaptations.

The good news is that leaders can harness energy toward productivity and safety; the bad part
is ineffective leaders can push people over the edge. Some leaders overly rely on charging up
workers, lighting a fire underneath them, pushing them to perform, squeezing as much out of
them as possible (while sometimes taking back pay or benefits). It is important to keep an
organization moving, creative, warm — but in a controlled manner. There's a marked
distinction between flames in a fireplace that heat a home vs. a raging fire that consumes it.

 “If it’s free, it’s advice; if you pay for it, it’s counseling; if you can use either one, it’s a miracle” Jack Adams
Think of leadership as setting up a thermostatic climate where work flows at the optimal
temperature. We've seen heating and cooling systems actually working against each other.
Experience shows leaders in highest-performing companies create and monitor strong
balance, make sure situations don't stay too hot, promote healing aft err angry negotiations or
disaffected takeaways, and help people align toward safely accomplishing critical tasks. Here
are some methods leaders can use to heal inflammation before it results in chronic dysfunction
or spiraling breakdown:

Boost healthy intake. The wrong foods (fats, sugar, gluten for some, etc.) can elevate whole-
body inflammation. Similarly, kneejerk communications may raise a company's temperature
during times of tension. Always assume that whatever you write or say, even if "in private,"
may be overheard or read by someone, fueling a destructive rumor-mill cycle. Temper
communications others will ingest.

Exercise. Cardiovascular conditioning helps reduce inflammation; similarly, encouraging
people, committees, and groups to move forward can head off a destructive frustration-anger-
inflammation cycle. So make sure Safety committees have real training, tangible objectives, as
well as adequate budget and power to make concrete and visible improvements.

Build in recovery time. Align your expectations (and staffing) to encourage all workers to
actually take replenishing breaks, lunch periods, and vacations. It's shortsighted leadership to
attempt to permanently squeeze extra time from workers so they can't catch their breath and

Reduce overreaction. Everyone watches how leaders respond to unforeseen circumstances.
The most potent executives control themselves first. They don't run amok or frantic; rather,
they first take time to gather their thoughts, make peace with their emotions, and then
communicate cogently and reassuringly. Similarly, don't allow yourself to speak harshly or
"shoot the messenger."

Minimize over-stress. Stress, like inflammation, is mostly a problem when it doesn't abate.
Three of the most potent organizational stress reducers are: 1. allowing people to take as
much control of their own work as possible (within guidelines), 2. employing appropriate humor
(that doesn't make anyone the butt of a joke), and 3. encouraging social support (i.e.,
opportunities for people to get together, make contact, safely vent, and feel part of a team).

Best leaders watch and then regulate inflammation before it gets to a fevered pitch,
heightening their workers' and company's health, productivity, and safety.

 “If it’s free, it’s advice; if you pay for it, it’s counseling; if you can use either one, it’s a miracle” Jack Adams

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