226302-001-01-KM-03: Fundamentals of Communication within the OHS Discipline
Learner Workbook · Module Three (3). This Knowledge Module builds an understanding of the theory that underpins effective application of basic communication skills with specific relevance to the occupational health and safety environment. It is designed to improve the skills and knowledge of learners, enabling them to effectively and efficiently complete specific OHS tasks.
| Module # | 226302-001-01-KM-03 |
| NQF Level | 3 |
| Notional Hours | 40 |
| Credits | 4 |
| Occupational Code | 226302-001-01-00 |
| SAQA QUAL ID | 121929 |
| Qualification Title | National Occupational Certificate: Occupational Health and Safety Officer Level-4 (120 Credits) |
Build an understanding of the theory that underpins the effective application of basic communication skills with specific relevance to the occupational health and safety environment.
Learning Objectives
- Explain a basic communication model and describe workplace strategies to overcome the typical barriers to communication.
- Describe what is meant by coaching, influencing people, assertiveness, and conflict.
- Explain a basic model for coaching with relevance to OHS supervision.
- Explain what is meant by ethics and why ethical behaviour is always important in auditing.
- Describe the consequences of unethical behaviour on occupational health and safety, including legal, human and reputational impact.
- Demonstrate teamness, commitment to results, tenacity, self-driven attitude, effective communication, sense of fairness and consistency as key attributes of an OHS Officer.
Purpose of the Qualification & Module
Purpose of Qualification 121929
The purpose of this qualification is to prepare a learner to function as an Occupational Health and Safety Officer. Occupational Health and Safety Officers monitor compliance with health and safety systems and processes in an organisation they identify hazards and assesses risks to health and safety and recommend the implementation of appropriate health and safety controls where required. A qualified learner will demonstrate key attributes: Teamness, Commitment to results, Tenacity, Self-driven, Effective communicator, Sense of fairness and consistency.
A qualified learner will be able to:
- Evaluate and recommend appropriate Occupational Health and Safety risk management controls.
- Conduct investigations into Occupational Health and Safety incidents and accidents.
- Co-ordinate the control of overall Occupational Health and Safety administration.
- Execute the basic administrative duties required for the management of Occupational Health and Safety meetings.
- Apply basic data analysis to compile Occupational Health and Safety reports using standard reporting formats.
- Contribute to production planning by ensuring that OHS risks are managed appropriately and report on compliance status for a designated area.
Qualification Rules (Credits Breakdown) – Verbatim from Source
| Component | Code | Title | NQF | Credits |
|---|---|---|---|---|
| Knowledge | KM-01 | Fundamentals of OHS | 3 | 4 |
| Knowledge | KM-02 | Fundamentals of representing employees regarding OHS issues | 3 | 4 |
| Knowledge | KM-03 | Fundamentals of Communication within the OHS discipline | 3 | 4 |
| Knowledge | KM-04 | OHS Administration and Record Management | 4 | 16 |
| Knowledge | KM-05 | OHS applications | 4 | 22 |
| Practical | PM-01 to PM-07 | 7 Practical Skill Modules | 3-4 | 44 |
| Work Exp | WM-01 to WM-04 | 4 Work Experience Modules | 3-4 | 26 |
Exit Level Outcomes – Source Verbatim
- Apply procedures and techniques to evaluate and recommend appropriate OHS risk management controls.
- Gather and interpret information to Investigate OHS Incidents and Accidents.
- Apply procedures to co-ordinate the control of overall OHS administration.
- Execute the basic administrative duties required for the management of OHS meeting.
- Interpret basic data analysis to compile OHS reports using standard reporting formats.
- Contribute to production planning by ensuring that risks are managed appropriately and report on compliance status.
Provider Accreditation
- Facilitator must hold minimum NQF Level 5 qualification in OHS or related.
- Facilitator must have minimum 3 years practical working experience within OHS discipline.
- Facilitator must be registered with recognised OHS professional body.
- Facilitator-learner ratio 1:40
- Contact learning: Standard classroom facility including desks, white boards, projectors, ventilation, lumination.
- Online: Computer, virtual software, access to network
- Learning Material aligned to curriculum
- Quality Management System
Legal Requirements
- Compliance to SHERQ
- Compliance to OHS Act and display relevant labour laws
- Compliance to professional registration with one of the OHS professional bodies
- CIPC registered entity
- Valid Tax compliance pin
Venue, Date, Time
Consult your facilitator should there be any changes to the venue, date and/or time. Refer to your timetable.
Assessment Strategy
Integrated Formative Assessment: The skills development provider will use the curriculum to guide them on the stipulated internal assessment criteria and weighting. They will also apply the scope of practical skills and applied knowledge as stipulated by the internal assessment criteria. This formative assessment leads to entrance into the integrated external summative assessment.
Integrated Summative Assessment: Final integrated external assessment will be done at a registered assessment site accredited by the QCTO where both theory and practical ability will be assessed (Simulated environment). It will consist of a knowledge/theory test. Minimum 4 hours.
Coaching, Influencing People in an Assertive Manner and Dealing with Conflict
This topic requires 50% weighting of the module. It is about OHS Officer interpersonal competence: how you coach workers to comply, influence without coercion, stay assertive not aggressive, and resolve conflict that blocks safety.
Definitions – Must Know Verbatim
- Coaching:
- A facilitative, non-directive process where an OHS Officer helps a worker or team improve performance, unsafe behaviour, or understanding through questioning, feedback, and guided reflection. Coaching is not telling, not disciplining. GROW model: Goal, Reality, Options, Will.
- Influencing People:
- Using rational persuasion, consultative exchange, inspirational appeal, and legitimacy to change safety attitudes. In OHS, influence comes from credibility, expertise, and genuine concern – not rank. Cialdini principles: authority, social proof, consistency.
- Assertiveness:
- Communicating needs, rights, and safety requirements clearly, firmly, respectfully without violating others. Assertive OHS Officer uses I-statements, broken record, fogging. Contrast: passive (avoids), aggressive (attacks), passive-aggressive (sarcasm).
- Conflict:
- Perceived incompatibility of goals, values, or resources around safety. Types: task conflict (what PPE), relationship conflict (personality), process conflict (who enforces). Thomas-Kilmann modes: collaborating, competing, compromising, avoiding, accommodating.
Why This Matters in OHS
- Workers often know the risk but choose shortcut – coaching changes behaviour, toolbox talks alone do not.
- Influencing is critical when you have responsibility without authority over production managers.
- Assertiveness prevents the fatal “I didn’t want to cause trouble” – OHS Act Section 14 requires employees to cooperate, Section 8 requires employer to ensure safety – officer must assert.
- Conflict is inevitable when production targets clash with safety stops. Managing it prevents sabotage of controls.
- QCTO expects demonstration of coaching and conflict handling in practical modules PM-06 and PM-07.
- Explain communication model with sender, receiver, message, channel, feedback, noise – with OHS example.
- Describe barriers: physical, psychological, semantic, cultural, organizational – and strategies to overcome.
- Define coaching, influencing, assertiveness, conflict accurately.
- Explain a basic coaching model (GROW or similar) with steps applied to unsafe act.
Explain a Basic Communication Model and Workplace Strategies to Overcome Barriers
Shannon-Weaver + Schramm Hybrid Model for OHS
| Element | Definition | OHS Example |
| Sender | OHS Officer initiates message | Officer explains new lockout procedure |
| Encoding | Choosing words, symbols, language | Use simple English + isiZulu + pictograms |
| Message | Core safety information | “Isolate before cleaning” |
| Channel | Medium used | Toolbox talk, poster, WhatsApp, demo |
| Noise | Anything distorting message | Machine noise, fatigue, jargon |
| Receiver | Worker decoding | Operator interpreting lockout steps |
| Decoding | Receiver interpretation | Worker relates to own task |
| Feedback | Return signal | Teach-back: “Show me how you isolate” |
| Context | Environment, culture, power | High-pressure shift, contractor vs permanent |
STOP Card for Communication Failure
When communication fails in OHS, STOP: Stop task, Think what was misunderstood, Observe barrier, Plan re-transmission with different channel. Document in your workbook: “Explain a basic communication model…”
Typical Barriers & Workplace Strategies
Noise, distance, PPE blocking hearing, poor lighting of signs. Strategy: Move to quiet zone, use visual aids, hand signals, ensure adequate lumination as per physical requirements.
Fear of discipline, stress, low literacy confidence, preconceptions (“safety slows us”). Strategy: Build rapport, private coaching not public shaming, use adult learning principles.
Jargon (LOTO, SHERQ), multilingual workforce in SA, acronyms. Strategy: Plain language, translate key terms, pictograms per SANS, confirm understanding via teach-back.
Hierarchy (won’t question boss), gender norms, production vs safety culture. Strategy: Management commitment visible, anonymous reporting, involve supervisors in toolbox talks, align with OHS Act Section 8.
Workbook Activity: Explain a basic communication model and describe workplace strategies to overcome the typical barriers to communication.
Use space in learner guide page 10-11. Provide diagram, label 7 elements, list 4 barrier categories with 1 strategy each relevant to your workplace (e.g., mining, construction, manufacturing). Minimum 150 words. This will be formatively assessed.
Explain a Basic Model for Coaching – GROW Applied to OHS
Agree on safe behaviour goal. “What do you want to achieve? Zero contact with rotating parts?” Must be specific, observable.
OHS script: “What would safe completion of this task look like?”
Explore current reality without blame. “What is happening now? What makes it hard to isolate?”
Technique: Open questions, 70/30 listening.
Generate options together. “What could you do differently? What support do you need?” Avoid dictating.
In OHS: PPE adjustment, job rotation, extra lock.
Commit to action. “What will you do? When? How will I know? What if obstacle?” Follow-up date.
Close loop: Document coaching log.
Influencing & Assertiveness Toolkit for OHS Officers
- Rational persuasion: “Data shows 3 finger injuries last month on unguarded line.”
- Consultation: “How would you make this guarding workable?”
- Inspirational appeal: Link to family, values, “Everyone goes home safe.”
- Legitimacy: Reference OHS Act S14 duties, SANS standards, risk assessment.
- Describe fact: “When lockout is skipped…”
- Express feeling/impact: “I am concerned, risk of fatality…”
- Specify need: “I need you to isolate and show me…”
- Consequence positive: “Then we can finish safely and keep record clean.”
Avoid: “You are lazy / You always…” – aggressive trigger.
Dealing with Conflict – 5-Step Resolution
- Pause and regulate: Recognize conflict escalation, breathe, choose private space, not in front of crew.
- Identify interests not positions: Production wants output, OHS wants safety – both want no stoppage, no injury.
- Generate options: Partial shutdown, extra manpower, reschedule, engineering control.
- Agree and document: Write action, responsible person, deadline. Link to risk assessment review.
- Follow up: Check implementation, recognize compliance, close or escalate per hierarchy.
Workbook Tasks – KT01
Task 1:
Describe what is meant by coaching, influencing people, assertiveness, and conflict. Provide OHS example for each. Minimum 4 definitions, 40 words each.
Task 2:
Explain a basic model for coaching. Draw GROW diagram, explain each step, then apply to scenario: “Operator refuses to wear goggles because they fog.”
Task 3 – Roleplay Script:
Write assertive conversation with production supervisor who says “Just get it done, we are behind.” Use DESC, include influencing technique.
SAMPLE Accordion – Best UI Component
S – Situation Example
Worker bypassed guard to clear jam while machine running.
A – Affect / Attitude
Worker felt pressure to meet target, thought stop would cause blame.
M – Method (Coaching)
GROW used, not discipline first. Asked about reality, options.
P – Performance & Plan
Agreed to use LOTO, call supervisor for jam, follow-up next shift.
L – Learning
Documented, shared in toolbox talk anonymously, updated SOP.
E – Evaluate
Checked 1 week, zero bypasses, positive feedback.
Principles and Ethics of Auditing
Advanced understanding required: auditing is not policing. It is systematic, independent, documented process for obtaining evidence and evaluating it objectively to determine conformity. Ethics is the backbone – without it, audits are theatre and OHS fails.
Principles of Auditing – ISO 19011 Aligned (OHS)
Honesty, diligence, responsibility. Auditor reports what is found, not what is convenient.
Truthful, accurate, complete. No hiding minor non-conformances to protect friend.
Competence, judgement, diligence. OHS auditor must understand legal requirements (OHS Act, COID, Construction Regs).
Protect sensitive info: incident details, medical data, whistleblower identity. Share only with authorized persons.
No conflict of interest. Cannot audit own work area or where family works. Avoid bias.
Decisions based on verifiable evidence: documents, interviews, observations. Not rumour. Triangulation.
Focus audit effort where risk highest: high-risk tasks, previous incidents, legal non-compliance.
Compliance is following law. Ethics is doing right when law is silent. Example: legally allowed to not report near-miss, ethically must report.
What is Ethics? Why Ethical Behaviour is Always Important
Ethics is system of moral principles governing right and wrong, good and bad, in human conduct. It is internal compass, beyond law. Ethical behaviour is always important because:
- Life preservation: OHS decisions directly impact life, health, limb. Unethical shortcut can kill.
- Trust: Workers trust OHS Officer to protect them, not management bonus. Break that, reporting stops.
- Legal defensibility: Ethical audit creates defensible due diligence proof under OHS Act Section 8, 16(1), 16(2).
- Culture: Ethical leadership sets tone. If OHS Officer fudges checklist, workers fudge PPE.
- Sustainability: Reputation, client contracts, ISO 45001 certification require ethical evidence.
Ethics Definition – Workbook Answer Framework
Ethics = moral principles distinguishing right from wrong that guide behaviour. Origin: Greek ethos (character). Two dimensions:
- Personal ethics: Values you hold (honesty, fairness).
- Professional ethics: Code of conduct of OHS profession (SAIOSH, SACPCMP).
- Organizational ethics: Company values, code.
Why always important? Because OHS auditing involves power asymmetry – auditor can hide findings to favour employer. Ethical behaviour ensures worker protection overrides profit pressure.
Auditing Ethics Checklist – For Workbook
- Declared conflict of interest before audit?
- Kept confidentiality of interviewees?
- Collected sufficient evidence (not single source)?
- Reported non-conformance even if manager is friend?
- Did not accept gift/bribe?
- Ensured no retaliation against workers who spoke up?
Consequences of Unethical Behaviour on OHS
Human Consequences
- Fatalities, amputations, occupational disease hidden, not prevented.
- Workers lose trust, stop reporting near-misses → risk blindness.
- Psychosocial harm: stress, moral injury when told to lie on checklist.
- Example: Auditor ignores missing machine guarding to meet production, worker loses hand next week.
Legal & Financial Consequences
- Criminal liability: OHS Act Section 38 – fine or imprisonment for falsifying records.
- Section 86/89: Employer and 16(1)/16(2) appointees personally liable if unethical audit fails to prevent harm.
- COIDA claims rejected, increased premiums, civil lawsuits.
- Loss of ISO 45001 certification, client contracts, CIPC compliance issues.
- Professional body deregistration: SAIOSH, SACPCMP code violation.
Organizational & Reputational
- Safety culture collapse: “If OHS lies, why should we comply?”
- Media exposure, community protest (especially mining, construction in SA).
- Loss of investor confidence, ESG rating drop.
- Internal: audit findings invalid, management makes wrong decisions based on false assurance.
Real SA Examples – For Discussion
Ethical failure: Auditor under time pressure ticked scaffold safe. Next day collapse, 2 injuries. Consequence: Criminal charges under Construction Regs, project halt, contractor blacklisted.
OHS Officer changed dust readings to below OEL to avoid costly extraction upgrade. Workers developed silicosis years later. Consequence: Long-term health liability, company sued, ethical breach of professional code.
Workbook Activities – KT02 – Must Complete
- Explain what is meant by ethics and why ethical behaviour is always important – minimum 200 words, include personal, professional, organizational ethics distinction.
- Describe consequences of unethical behaviour on OHS – use 3 categories (human, legal/financial, organizational) with SA example.
- Complete ethics self-assessment: List 5 temptations in your workplace that could make you act unethically as OHS Officer and how you will resist.
Master Checklist – 16 Items for Portfolio of Evidence
Tick each as you complete in your learner guide. This drives progress bar. LocalStorage key: KM-03-Learner_workbook_vFinal
RICE Prioritization Table – Best Feature Spread
Use RICE to prioritize communication interventions in OHS – adapted from product but works for safety.
| Intervention | Reach | Impact | Confidence | Effort | RICE Score |
|---|---|---|---|---|---|
| Daily 5-min toolbox talk on LOTO | 40 workers | High – prevents fatality | 90% | Low | 144 |
| Translate SOPs to isiZulu + Sepedi | 25 workers | High | 80% | Medium | 66 |
| Coaching for repeat PPE offenders | 5 workers | Medium | 70% | High | 11 |
Pulse Grid – Communication Health Check
Are messages simple, pictogram-supported?
Right medium for audience?
Do workers teach-back?
Safe to report without fear?
OHS Communication & Ethics Cases
Case 1: The Foggy Goggles – Coaching vs Discipline
Scenario: Thabo, welder, 3rd time without goggles. Says they fog, can't see. Supervisor wants to issue final warning. You are OHS Officer.
Analysis: Barrier = physical (fog) + psychological (fear of discipline). Using GROW: Goal – zero eye injuries, clear vision. Reality – current goggles unsuitable for hot environment. Options – anti-fog coating, vented goggles, face shield, job rotation, cleaning station. Will – Thabo will trial 2 models this week, report daily. Influence technique: consultation + rational persuasion (stats of eye injuries). Assertiveness: DESC to supervisor – explain impact of only disciplining without addressing cause.
Workbook Action: Write full GROW dialogue (150 words) and list PPE selection considerations per OHS Act General Safety Regs.
Case 2: Production Pressure – Assertive Conflict with Manager
Scenario: Friday 15:30, Line 2 guard missing, production manager says “Run till Monday, we have order for Shoprite, don’t be difficult.” Workers look to you.
Analysis: Conflict – task (production vs safety) + process (who has authority to stop). Assertiveness required: Passive = allow risk, Aggressive = shout and damage relationship, Assertive = state law, risk, alternative. Use DESC + legitimacy + inspirational appeal. Document under OHS Act Section 8(2)(e) – employer must provide safe equipment. If manager insists, escalate per Section 9 – right to refuse unsafe work? No, but duty to report to 16(2) and health and safety rep. Ethical duty overrides loyalty to manager.
Workbook Action: Draft assertive statement, escalation email, and entry in risk register. What if you stay silent and injury occurs Monday?
Case 3: The Edited Audit – Ethics Under Pressure
Scenario: You audit contractor files, find 40% of workers have expired medicals and no induction. Project manager offers R500 “lunch” to “lose that page” and says “We’ll fix next week, client audit tomorrow, jobs on line.”
Analysis: This is bribery, unethical behaviour. Principles violated: integrity, fair presentation, independence, evidence-based. Consequences: Human – workers not fit, could die on site; Legal – OHS Act Section 38 falsification, Construction Reg 7 contractor management; Organizational – if client incident occurs, main contractor liable, reputation loss. Ethical response: Refuse gift, document offer, report per whistleblower policy, issue non-conformance, stop work where legally required, protect confidentiality of workers who disclosed.
Workbook Action: List 5 steps you would take, reference SAIOSH Code of Ethics clause on honesty and responsibility, and describe how you would protect yourself from retaliation.
Red Flags – When to Stop Coaching & Escalate
- Worker under influence of drugs/alcohol – do not coach, remove from site per policy.
- Imminent danger: unguarded machine, live electrical – stop work authority, not coaching.
- Repeated willful violation after coaching documented – move to disciplinary per code.
- Medical fitness concern – refer to occupational health, confidentiality.
- Bribery, intimidation, threat – ethics breach, report to ethics line, protect evidence.
- Conflict escalates to harassment or violence – follow workplace violence procedure.
Scope of Practice – OHS Officer in Communication
- In scope: Toolbox talks, coaching, influencing, basic conflict mediation, internal auditing, reporting non-conformance, recommending controls.
- Out of scope: Formal labour disciplinary hearings (HR role), clinical counselling for trauma, legal advice (refer to labour law specialist), medical diagnosis.
- Always refer: Legal interpretation to OHS legal advisor, psychosocial to EAP, medical to occupational health practitioner.
- Document: All coaching, audits, conflicts, ethics dilemmas in POE with dates, witnesses.
Reflective Journal – Portfolio Evidence
Complete 4 questions, minimum 15 characters each triggers progress. Entries saved to localStorage key KM-03-Learner_workbook_vFinal. Use Copy Journal for submission.
Describe a real or observed barrier in your workplace (language, noise, attitude) and what strategy you used. How did you verify understanding?
Who did you coach? What was unsafe behaviour? Walk through G,R,O,W. What influencing technique worked? What would you change?
Describe a conflict between production and safety. How did you stay assertive not aggressive? Use DESC structure. What was outcome?
Have you seen or imagined unethical auditing? What were pressures? What consequences could happen (human, legal, organizational)? What would you do to stay ethical?