Work group leaders commited to the process of group problem solving increase chances of success, as does prompt recognition and rewards from higher-level management.

Precautions need to be taken to prevent supervisors, managers, or other team members from dominating discussions or intimidating workers.

Adoption of orderly procedures in (1) defining problems, (2) data gathering and analysis, and (3) developing proposed remedies and plans for implementation ensure likely acceptance and support.

Training is needed in the technical aspects of the target problems as well as group interaction. For the latter, workers need training in communication skills; supervisors, in feedback and listening skills.

Work group expectations and goals need to be realistic; solving easier problems first can build confidence to overcome later frustrations

Committees that oversee work groups engaged in problem solving should not overextend their roles in dictating or implementing solutions. A top-down approach sends the wrong signal in efforts to promote worker participation.

Campaigns are undertaken to solicit worker reports of potential problems and suggestions for improvement in job operations or conditions.

Periodic surveys are undertaken to obtain worker reactions to workplace conditions that may suggest that may suggest or confirm problems.

Timely feedback and indications of actions taken in response to worker inputs have motivting qualities. Publicizing suggestions implemented and results in newsletters are similarly reinforcing.

Workers are most likely to detect hazards having physical, structural features or distinct environmental characteristics. They tend to be less aware or more accepting of risks posed by functional or procedural practices. More hazard awareness training is needed.