A continuación, te explicamos cómo puedes fomentar una cultura de retroalimentación segura y alentadora en la ingeniería de minas.

Transparency is your friend. It both can be used to flush bad actors but more importantly ensure your ideas are of value. Without it we run the risk of endorsing decisions that are otherwise not optimal. Transparency is not something that necessarly comes easily or automatic. It takes dedication and often an ethos and leader in groups to drive the culture and communication that is needed to achieve it. As teams and groups get larger the energy required to achieve it changes.

The work is not the worker. It is commonly expected in the places where I have worked that peer review exists to try to expose any weaknesses in work that is nearing completion. This is not because of hatred of the presenter (though it may feel that way to the presenter at times), but only because anything that comes from the group must be solid. If your friend finds a problem with your work and helps you to solve it before your boss can find the problem, then your work is stronger and your group is seen as better. It is the same thing if your boss finds a weakness before it is presented to the site. Criticize locally and quietly, praise loudly to the world, to get the best. Some people have difficulties with constructive criticism.

The feeling of a good safety culture is important to long term happiness and employment. If there are blanket statements about safety policies, but specific exemptions from their applications, then tread lightly for you are on dangerous ground. Whether the policies extend to commutes (driving / flying / hiking / boating) on company provided carriers is one example. Mandating untested vaccines as a condition of employment are a recent gold standard for this question of safety versus compliance.

"Me against my brothers" "My family against my street" "My neighbourhood against my city" "My city against my state/province" "My state/province against my nation" "My nation against the world" Determine your level of comfort for what level of openness across fields is acceptable within your corporate structure. If you can share any ideas within your group, but nothing outside of it, then that can be a sign of a toxic culture. Ditto expectations of monitoring your corporate email and internal texts and whether they temper honest reactions.