work on immediate changes in each l ocal situation.
Usually, an action checklist presenting typical low-cost
options is used in combination with a manual describing
how-to i nformati on of these opti ons. As the acti on
checklist presents the options in the action form, such
as “use push-carts and mobile racks”, its use through
workpl ace wal kthroughs can hel p the users i denti fy
practi cal i mprovements. The combi ned use of such
group work tools can effectively support the planning
and implementation of priority improvements by local
people. This participatory process is usually encouraged
by trainers well trained in the use of these tools.
T h e s u p p o r t f u n c t i o n s o f e a c h t o o l k i t ma y b e
summarized as (a) building local initiative for action, (b)
focusing on practicable options and (c) promoting serial
group work steps for immediate changes. It is noted that
the participatory steps using the toolkit correspond to a
Plan-Do-Check-Act cycle of risk management as shown
in figure 16.
It should be noted that the compilation and use of these
basic principles in the training toolkits are expedited by
collecting local good examples. Such examples present
pr act i cal i deas wi t h r i s k- reduci ng i mpact s and are
therefore useful.
Our experiences through the inter-country networking
indicate the need to provide direct support through
training of trainers knowledgeable in the use of these
action-oriented toolkits. Recent examples include the
application of such toolkits in various inter ventions
for work-related risk management and for job stress
r e duc t i on. The s e i nt e r v e nt i ons ha v e l e d t o ma ny