Workplace safety, leadership and risk insights from the Headline Podcast editorial team.
Por Andreza Araujo Host & Editorial Lead
Category
Plant leaders do not create psychological safety by asking people to speak up and then disappearing into a workflow. This 30-day F2 guide shows how to receive bad news, protect the work, decide visibly, and close the loop without turning every concern into a blame exercise.
This F8 companion develops Rodney Rocha�?Ts Episode 7 argument that safety depends on preserving truth, uncertainty, and respectful dissent before hierarchy turns warnings into reassurance.
Five leadership lessons from Episode 11 with Dr. Thomas Krause on making safety values credible through decisions, trust, incident analysis, and field verification.
A critical diagnostic for leaders who want curiosity to improve safety decisions without turning every question into an inspection of the person speaking.
Episode 14 with Michael Emery argues that curiosity should precede correction, helping leaders understand the decision and work conditions before choosing training, coaching, or discipline.
The Farmington case shows that a workplace can have equipment, procedures, and formal reporting channels while still being unsafe to speak up in. When raising a hazard leads to punishment, silence becomes a rational response and the organization loses its earliest warning system.
A Day To Remember shows why safety memory must change present authority, reporting routes, and control checks. The 1968 Farmington Mine #9 disaster remains relevant when records say safe enough while workers do not feel safe enough to speak.
The live A Day To Remember panel connects the Farmington Mine #9 disaster to a practical leadership question: what makes it possible for workers to challenge an unsafe condition before the organization normalizes it? Gary Pietro and Mike Caputo describe how law, worker representation, and visible evidence changed the conditions around safety voice.
Safety voice fails when every concern is forced through the same route. This comparison explains when anonymous channels, direct conversations, and team reviews work best, and how leaders can protect trust while still creating visible action.
Episode 7 with Rodney Rocha shows why psychological safety fails when uncertainty must be proved unsafe before leaders allow work to stop.
