Rebranding Safety with Tom Geraghty – ‘Work as Done’ vs ‘Work as Imagined’

Overview

In this episode of Rebranding Safety, host James MacPherson dives into the critical topic of “Work as Done” versus “Work as Imagined” with guest Tom Geraghty, founder of PsychologicalSafety.com. The discussion explores the gap between how leaders perceive work and how employees actually carry it out, a concept crucial for understanding workplace safety and efficiency.

Key highlights include:

• The role of psychological safety in bridging this gap and fostering open communication.
• How mismatched perceptions can lead to unsafe practices or inefficiencies in both large corporations and small businesses.
• Practical tools like personal user manuals and team charters to align diverse teams and improve workplace culture.
• Insights from hobbies like climbing and martial arts, where collaborative safety cultures thrive, offer lessons for workplaces.

Rebranding Safety with Tom Geraghty – ‘Work as Done’ vs ‘Work as Imagined’

The Rebranding Safety podcast hosted by James MacPherson brings a refreshing perspective on modern workplace safety. The podcast also emphasises the gap between “work as imagined” and “work as done.” This episode features Tom Geraghty. He presents the nuances of psychological safety, organisational behaviour, and the practicalities of safety management.

Here are the highlights and key takeaways from the episode.

Introduction to the Episode

James MacPherson kicks off the episode by reflecting on the concept of “work as done” versus “work as imagined.” He explains how this gap manifests across organisations of all sizes, from family-run businesses to multinational corporations.

The podcast explores how Psychological Safety intersects with this concept and addresses listener questions sourced from LinkedIn.

Tom Geraghty, founder of PsychologicalSafety.com, joins the discussion to share his expertise in fostering safe, inclusive, and effective workplace cultures.

Understanding ‘Work as Done’ vs. ‘Work as Imagined’

Work as Imagined

Refers to how managers, policymakers, and organisational leaders think tasks are performed. This often aligns with written procedures and policies.

Work as Done

Represents the reality of how employees actually perform tasks on the ground.

This disparity often stems from incomplete understanding or oversimplification. Even in small businesses, where leaders are closely involved, misconceptions arise. Geraghty notes that even a simple act like making a cup of tea differs in reality from how it’s imagined.

The Importance of Psychological Safety

Psychological Safety plays a critical role in closing the gap between work as imagined and work as done. It enables open, honest communication and allows workers to express challenges, deviations, or risks without fear of judgment or repercussion.

Key points discussed:

1. Layers of Work – Building on Stephen Shorrock’s framework, Geraghty explains nine layers of work, including:

• Work as imagined
• Work as prescribed
• Work as disclosed
• Work as done

2. These layers reveal the complexity of understanding and improving workplace processes. For example, a safety policy may be written based on regulations that no longer reflect current practices. This can lead to inefficiencies or risks.

Practical Applications and Challenges

Risk Assessments and Method Statements (RAMS)

MacPherson shares examples from construction and engineering industries where oversimplified procedures fail to capture real-world complexities. For instance, vague instructions like “climb the tower” overlook critical safety steps, leaving workers without clear guidance.

The Role of Psychological Safety in Learning

Geraghty emphasises that workers may hesitate to disclose deviations if they fear judgment or consequences. Without accurate disclosure, organisations risk improving imagined processes rather than actual ones, leading to unsafe or inefficient outcomes.

Lessons from Hobbies and Sports

The hosts draw parallels between workplace safety and safety in hobbies like climbing and martial arts.

• Climbing – Fellow climbers readily offer advice or warnings, fostering a collaborative culture of safety.
• Martial Arts – Practitioners exercise mutual care, ensuring no one is harmed during training.

These examples highlight the difference in psychological safety between voluntary hobbies and workplace environments, where hierarchical structures often inhibit open communication.

Fostering Psychological Safety in Diverse Teams

Diversity in teams can both enrich and challenge psychological safety:

1. Understanding Diversity

Modern workplaces encompass individuals from varied cultural, educational, and socio-economic backgrounds. Without shared norms, communication gaps can arise.

2. Creating Shared Norms

• Use personal user manuals – Employees outline their working preferences, communication styles, and goals.
• Develop team charters – Teams establish shared expectations and behaviours, bridging gaps between diverse perspectives.

Geraghty stresses the importance of these tools, which help teams navigate diversity while respecting individual differences.

Practical Strategies to Build Psychological Safety

1. Encourage Open Communication

Foster environments where employees feel safe sharing their thoughts and concerns.

2. Model Vulnerability

Leaders should openly acknowledge their limitations and invite feedback.

3. Measure Behaviors, Not Just Feelings

Instead of relying solely on surveys, observe team behaviours like incident reporting, learning practices, and collaborative problem-solving.

4. Avoid Blame Cultures

Shift from blaming individuals to understanding systemic causes of issues.

Conclusion

Geraghty and MacPherson conclude that workplaces lack the social contract often present in hobbies. While hobbies inherently involve mutual respect and shared safety norms, workplaces must actively cultivate these values. This involves building trust, setting clear expectations, and encouraging collaboration.

The episode provides actionable insights for leaders and organisations seeking to align work as imagined with work as done. By prioritising psychological safety, businesses can improve efficiency, safety, and overall performance.

For more thought-provoking discussions on workplace safety and culture, check out the full podcast episode on YouTube.