Page 22 - Damage Prevention Journal 2017 Issue 3
P. 22

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The Partially Eaten Burger
oy yie lgg|
hen 1 started my Positmn Had the resmuram manager asked me at me telt that someone was going
a_a a safety manager and what the restaurant could do to make to receive, at a minimum, a drefilng
r-sh and lea» manager things right with me and gotten me down tor striking the line instead, we
_ many years “Pr 1 made out of the store as happy as I could lie determined our specific course of action
as fizrsllltsrsrécstl-satsahfastflinod d after the experience, the time fur a true ind each person's responsibilities. we
' - D e D re an investigation could come afterwards. ad t e repairs done sately, quickly and

remeyed the feed from the hast then Ase-essing where things went wrong with no lasting adverse media coverage
‘ neheed that semeone had actually and potentially lilaming the culprit statt and no satety issues. what went wrong
taken a htte mat of the burger! had been member, should have occurred out or and what could have been done to
gwen» Irate, I returned to the restaurant my presence. The same is true with our avoid the situation was a topic for later
3“‘1_"?fi“E='t9d to _='l>ea|< tn the manager liusinesses, our employees. discussion. while cerhiinly not a "win,"
tn arr my <eml>1amt- Her react-on vfas when a “rusty “M ‘s muck and matters could have easily been much
te -mmedtatelyi and wtth me awattmz ’ . . , worse. Focusing on resolution was
some sort or resolution at the counter, damazedr when an emvleyee ts -r-lured. definuely the mswe, hm

cnnfrnnl the sum“ an apparent all torces should be mobilized to meet

ggsmp, g, find 0“, who was to slams’ satety requirements and "heal" the The redemption that an employee can
while I eventually Dpmd M a “mud situation. Assessing blame leaves teel about making a situation right and
and um, ,Ei.,,,,e,i m .52 rE§‘au!anl the problem unresolved. it does not getting beyond the incident itselt can
again, as isssmr lzameé was may create an attitude to remain or to be also lead to a more truthtiil recounting
invaiusgiss protessional, it only promotes tear. or the specifics that led to the prolilem
T H h M This lack of resolution is untortunately as well. This helps cunrribule to a more

en many mesr W en same ng otten a poor retlection on the company appropriate solution in the tuture. And

see: wrong en a lab (-‘mm tnlury to I and the individuals involved. And the situation can define a leader in the
P'°P9:Ydd3m3E°: ‘am a safity C-st)a)hnn otten the media is there to record and process.

ma 1' uctmn ro zmon e’ , ' . >.

ms ,5”, step ,s ,5 ssssss Hams ixhils "“"“°"“l'" my ’“d‘ "W25" I am not sure that there is a moral to be
uigmmisy g ml muss m1ys,s D, several months atter this, our workers derived trom receiving a partially eaten
sum son 0, ,,“,ssggsg,,,, is mgsa, struok a mismarked water line in liurger, hut in this case, looking beyond
(es-Pedal‘), wmle mags an msp and a prominent location. All the local the incident and leaniing was cenainly
evidence is fresh), the nrst step should daanneh Were Present and reeerfhns helpful .

not be lilame; it should he resolution. Der aet-one We hath Prtor tn the-r

Blame ashmss We to mum ms arrival, huddled to deternune our Mr l.QtLn‘n‘mIy ,ra,.»a,..- an pv‘c5Mt'1lf0fH1£ Ceoryt‘
ssmafion and emplsysss {smug be,-t mm,-a of mm, imuid sgyuag I issiguocr , In: My rmvkntg »..n»;w mart than
consequences are often distracted trom that many 0* these ernlahayees leokmg 9”"

their true mission.

20E oaniaaa Fmvcmlun Juumil « em Issue a

































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