Okay, testing, testing. Perfect. So just to reiterate, this research is on psychological safety and how it presents an issue in organizations based off of how they treat employees regarding the psychological safety. Excuse me. So, how does your manager encourage you to share your innovative ideas.
Well, first of all, Let us know we had an open door policy. And to come for any issues to lay out deals, and also bad spring off companies that have started companies that you got good ideas that would have financed competency starting
next question How does your organization show concern for your mental health.
Well, we had to save the meetings on a regular basis, and also the ideals of new ideals, and people and they were open to new ideas.
Can you describe a moment where you share concerns or ideas you had with management team and what was the outcome. If you did.
Well, one case we have an explosion of custom processing. and before the explosion. I had suggested to the management team and also my co workers, that we would close the door to custom processing, except for operating valves, and also the we would put a rubber line and over the tubes that we will use the steel to, and I was adjusting vows by a glass container, which has been heated up with acid. And the reply was, We've done this like this for 30 years and we don't see an issue with it. And the next week. We got some compatible fuel from argon and the dissolve a brewer was made a heck of a mess. So, number one at the door to be close, it would have been contained, until the cubicle, but to go on when close is sitting there watching it bother. So I thought that was a could have been avoided
with your idea that you actually have. Has there been a tiny experience repercussions for expressing yourself, and if so what happened.
No, no, that, you know, it was always a open door policy and. And I know that feeling a repercussion. From IBO, and I was always wanting to come up with an idea, but, you know, just like that got shut down. That wasn't every precaution. But like I say the manager did come to me and say, Hey, I was gonna listen to you. But that was a day late but that was you
know you expressed already that you never worked in a remote position, did they have remote positions at all while you're there.
No, it was very few because everything was just about in house. During that time, you know, computer technology is not like it is today. But it was growing, you know, but that was a few people that could take a computer all the work, but they had to have.
Oh, so many approvals as Carrie said it was and whatnot, the
confidentiality. Do you feel like the people that did have that might have been treated differently or had special treatments or anything.
I don't think so. No, I think that an accident it was needed, let's just say that there was an
incident in the middle of the night, and I called up the manager say hey this is what the problem is, and if he had the procedures or the computer now what their procedures on it. You know he can see what I'm talking about, you know it's not a way waking up in the middle of the night and I have no idea, because nobody is smart enough to remember everything to sprint and hundreds of different procedures, and for different situations, you know, so I always felt that they were, they needed to have information at all.
And you express it you've came up with multiple ideas and whatnot. How often would you say you did speak your mind.
Well I know what I want to hold my peace. So I spoke. Well, maybe I talk too much.
Okay, this next question you already answered, which is the open door policy and he expressed they did have that
open door policy was there, and that was encouraged.
So how did your organization deal with difficult people. And inside the workplace.
Well, I'd say that was a human resources department. And, and that was steps that you would have to take. So if I had a difficult individual, you know I would speak to them verbally, and I will give them a written warning. If a container, and they'll be able to get days off, it was a progressive steps, and then it goes into human resources and that contamination. They saw a combination.
Gotcha, if it couldn't be rectified or find a solution. In case you're uncomfortable talking to your upper management about situations. Was there other alternatives that you could go to,
you can always go directly to human resources themselves and express your concerns. You know you didn't have to go.
There was a
direct line to upper management, that wasn't required, you can go right around to upper management, and. And then, human resources, they had no means of handling problems. So they will train and go rest on difficult problems
and you felt like the human resources department was fair and not bias like towards organization or towards our employees is kind of took the situation for what it was, well, you know, I felt that I was comfortable with it.
See, and I think you already answered this, but I go and ask you, do you have brainstorming sessions within your organization and does everyone get the chance to share their ideas.
Yes, that that was an open door policy number one and number two have safety meetings on a regular basis. And what's to allow people to express their idea I've never had like saved a week. You know, so that was always some little program going on to motivate people to come forward and to stay safe, because this, the less incidents you have, the more money that the company get to keep. So it was a sad thing.
So synovitis to do my thing. How often does management check on you to see how you're doing mentally. Well I don't know how often I was checking on me to see how we're doing mentally but, you know, at the position that I was in every day. A lot of management that was a word will come through, you know, so now what is what is Mo, for coming through, I have no idea. It could have been checking on me. Now you may ask the question I think is going, you know, But, somebody would come through every day.
Do you think the organization needs to improve the morale, with inside the company, and if so how
well I think it worked because let's say it gave show support and. And I said with that open door policy. If people have problem, they can get them nipped in the bud and not drag it out, and they know the damage and support of the company.
So, let me rephrase the question do you think the organization needs to improve the morale.
Well, I would say yes, there's always room for improvement. But ask me how to go about making these improvements. I don't know but there's always room for improvement. That's true.
Did the organization have ways of doing team building activities.
Yes, we had various committees that they have with team building. And like I said there was various activities throughout the year to help with team building.
So when I say psychological safety. What do you think of when you hear that.
Well, what a psychological safety domain is my thought process on safety, you know, what does safety mean to me and now does that mean different days, different people, and there will be different levels. For the level that you are going to safety, you know, safety to a secretary would be totally different than safety to a well, you know what I'm saying. So, you have to take care of job situation, and put it into a situation that will put you into the safest situation that you possibly can be.
And I feel you kind of answered this, but I go ahead and ask you how significant would you say psychological safety is for your, for your organization.
Well I think it's very important, you know, to keep people thinking, you know, an open mind. 24 Seven. Are you at home or at work, safety, have been working to save the environment. All right.
When you make a mistake on the team does a team member accuse you or hold you hold it against you. And so what's the first.
Well, I think I learned a mistake was made it wasn't so much that the individual made the mistake, it was, why did the mistake happen, you know, not so much tacking the individual, you know they done research and whatnot research investigation, you're trying to figure out how it could have been prevented. And what was prevented. And what actually happened. You know and I said if you've done something intense intentional when it comes out then yes you will be, you know nailed to the wall, you know, some time off maybe terminated, but just a mistake, you know. And let's say mistakes is made, simply the fact that the hours that we make, we worked, you know, we weren't word hours and 12 hour shifts, and you can't be at 100%. You know for for 12 hours. It'll just, You will run down. So expect mistakes.
I'm assuming, well not assuming do members of your teams bring up tough situations, amongst you know your group. Yeah, I'll read
a couple of tough situations that come up. And with the group, and we have an in house situation as a group.
Do you do I'm sorry. Do you think people in your organization reject others for being different.
I think, you know, there's some envy and resolve, you know, and just like myself, I was always outspoken and. And then that was people that sit back and they mainly Listen, but they want to load the program I didn't see anybody to try to interrupt the program, you know, either they had something that they didn't have. But if they add something they brought it forward. Okay,
on your team did you feel like some of the employees or yourself, would be willing to take risk, to improve things, or try something different.
What I picked their brain ideal out but I don't think it was really cool fate risk, you know, it would be very weighted and the risk factor will be weighed to determine whether or not, it'd be worth the risk. When I just went out of the blue and gotten something because they wanted to done it without the risk, because that was a danger, you know, that was dealing with radiation. And also, chemical, so you had to stay within a certain boundary.
Let's see. Do you think your staff, find it challenging to ask for assistance from upper management or from the other team members.
Well, I'd say my poor was always one wanting to get things done and you know and, and, and they wanted to get it done right and safe. And we like recognition. There was a little bit of sentiment programming. And we was always clamoring to get there.
Do employees act in a manner that undermine other's efforts. I didn't say that. I'm never gonna say that.
And do you feel that your co workers or employees value other skills and talents.
I would say yes because we have certain jobs to do. A lot of them was kind of hand on, and some people were more hand on skill for that person. And they didn't have any problem with sharing, and also training other people, but on a real scale people, that's what we use, you know, for a high technical job
skill. Okay,
well, that actually conducts this interview, So I appreciate you very much. Thank you.
