Many organisations are placing increasing reliance on teamworking to support achievement of their business objectives. There is a trend towards increasing the autonomy and competence of team members, and reducing levels of supervision. The implications for health and safety of an increased reliance on teamworking are not well understood, especially in high-hazard industries.
The Keil Centre's Chartered Psychologists have conducted a number of applied research projects and teamworking interventions to ensure that the benefits of teamworking are realised, whilst known "safety tripwires" are successfully negotiated. Example projects include:
- Reviewing best practice in the implementation of self-managed teams, and producing guidance for industry
- Assisting an oil refinery to choose the most appropriate form of teamworking for its existing culture, and implementing enhanced teamworking in shift production teams
- Advising the nuclear industry on safety implications of self-directed teams
- Designing a guide on safety implications of self-managed teamworking for use by UK Health and Safety Executive offshore safety inspectors.