**4.2. Risk communication to enhance workers' motivational components**

Equally crucial to the consistent communication and interpretation of risks, however, are workers' motivation to execute behaviors needed to prevent an incident. Workers need to believe that if they carry out the desired, or necessary behaviors by way of certain RM practices, they will avoid a negative consequence or receive a positive consequence [10, 12, 14]. However, communication alone is not likely to impact everyone's risk assessment and motivation. In response, a primary task of top-level leadership is to create an organizational culture that values and rewards assessment and communication pertaining to risk-related events [66].

Organizations can use sensemaking processes to help facilitate a more organized, communicative process that involves the interpretation of events in the environment, social interactions to interpret those events, and constructing the responses necessary to mitigate a problem or improve a process [67, 68]. Along these same lines, a social component is necessary regarding, namely the importance of everyone being on the same page both cognitively and motivationally. More specifically, because risk mitigation often depends on the collective work unit and because the work is increasingly interdependent, it is important for everyone to establish a common perception of, agreement about, and response to workplace risks [63].
