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“goal spirals” push workers towards self-endanger-
ing behaviour. A good manager takes into account
individual skills and advises workers of suitable
training opportunities.
•
Restrictive operating guidelines hamper workers
who are supposed to achieve agreed-upon objec-
tives on their own. Only when these company stum-
bling blocks are removed, can the positive impact
of having scope to decide and act take full effect (a
strategy of “if you’re going to do it, do it right”).
•
Feedback needs to be planned systematically when
employees and managers are spatially separat-
ed and performance is to be evaluated in terms of
achieving objectives. Managers need to be aware of
their changed role and receive appropriate training.
•
Traditional behavioural prevention (time manage-
ment, stress management) is seen as an obstacle to
New Forms of Prevention
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