The whole category in one page.
MOST CAUSES ARE STRUCTURAL — WORKLOAD, CLARITY, CONTROL, CONDITIONS AND HOW PEOPLE ARE TREATED
Encouraging resilience while leaving those unchanged is recognised as avoidance, and it achieves nothing.
FATIGUE IMPAIRS JUDGEMENT AND THE AFFECTED PERSON DOES NOT NOTICE, WHICH MEANS TIRED PEOPLE ARE CONFIDENT AND WRONG
Protect the time between shifts rather than counting total hours, and never let someone drive home after hours that made it unsafe.
AVAILABILITY EXPECTATIONS PREVENT REST EVEN WHEN NOBODY CALLS
Sending messages outside hours while saying no reply is needed does not work — the message still arrives.
PEOPLE TAKE RISKS TO MEET TARGETS, SO EXAMINE WHETHER ANYTHING YOU MEASURE ENCOURAGES UNSAFE OR UNSUSTAINABLE BEHAVIOUR
Rewarding long hours establishes that presence matters more than output, and everyone adjusts accordingly.
ASK WHAT WOULD HELP RATHER THAN DECIDING, BECAUSE THE USEFUL ADJUSTMENT IS FREQUENTLY NOT THE OBVIOUS ONE
MANAGERS SHOULD NOTICE, ASK, LISTEN AND CONNECT PEOPLE WITH PROPER SUPPORT — NEVER DIAGNOSE OR TREAT, WHICH IS OUTSIDE COMPETENCE AND CAN CAUSE HARM
ESTABLISH EXPLICITLY THAT PEOPLE ARE NOT EXPECTED TO ATTEND WHEN UNWELL, BECAUSE FINANCIAL PRESSURE BRINGS THEM IN REGARDLESS
ONE PERSON DISADVANTAGED AFTER DISCLOSING A DIFFICULTY ENDS DISCLOSURE FOR EVERYONE
AFTER A SERIOUS EVENT, NEVER TELL PEOPLE WHAT THEY SHOULD HAVE DONE — IT IS THE COMMONEST UNHELPFUL RESPONSE AND IT PRODUCES SELF-BLAME
AND OWNERS SHOULD APPLY ALL OF THIS TO THEMSELVES, SINCE THEY CONSISTENTLY IGNORE IN THEMSELVES WHAT THEY WOULD ADDRESS IN STAFF
