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Safe production requires eliminating six types of unsafe mindsets! Regarding the unsafe mental states in the process of safe production, the author attempts to conduct a preliminary exploration of the psychological factors related to safe production and the corresponding countermeasures, in the hope that this will be beneficial for future work in ensuring safe production. I. Six psychological states that affect safe production. Based on the work styles and performance of employees in actual work, as well as the major and minor accidents that occur around them, there are mainly six psychological states that influence safe production. Its specific manifestations are as follows: 1. A sense of luck. Those who rely on luck do so out of a desire to save effort and take shortcuts. Such people often regard safety procedures and operational protocols as unnecessary in the workplace, finding them cumbersome to follow; they assume that an accident will not happen to them or cannot occur while they are on duty. As a result, things usually turn out the opposite of what they had hoped. There are countless such examples. 2. The psychology of self-expression. This mentality is more pronounced among young workers. On the one hand, young workers have a short length of service, lack work experience, and their working capabilities need further improvement; on the other hand, they tend to be very confident and often like to show off their abilities in front of others to stand out. There are those who pretend to know what they’re doing and proceed blindly; those who have only a superficial understanding but act as if they’re experts; those who fumble around and carry out tasks in a careless manner. Even worse, there are those who don’t even know the names of the equipment components they use regularly. They are like newborn calves unafraid of tigers, eager to prove themselves by subjecting themselves or others to pain, thereby demonstrating the importance of safety regulations – using blood and lives to prove the validity of safety procedures. 3. Empirical psychology. Those with this mindset are mostly middle-aged and elderly employees with a longer length of service. These employees believe that they have many years of experience in operating their specific roles and performing the related tasks; having traveled more paths than younger people, they tend to be arrogant in their actual work. Or, they remain indifferent to scientific reasoning and sensible advice from others, refusing to listen to it, believing that they have been doing things this way for years without any accidents occurring; or they rely on \"old experience\" to make decisions, living off their experience, and engage in habitual violations of rules. 4. A mentality of going through the motions. Officials and employees with such a mindset are characterized by low work standards, carelessness, perfunctory performance, and a lack of commitment; they also lack a sense of ownership, dedication, and responsibility toward their work. They adopt an irresponsible attitude at work, treating safety rules and procedures as a joke. For example, ignoring the dangerous roof conditions in mining operations as long as no problems occur during one’s shift; failing to address leaks and other issues as long as production can continue during that shift – these are all manifestations of a mindset of settling for the minimum. 5. Rebellious mentality. In the process of implementing safety management, managers and those who are managed represent a pair of opposing forces; especially when tensions exist between them, the rebellious attitude of a few employees becomes particularly evident. Refusing to operate rotary machine tools with gloves on, insisting on wearing them despite the prohibition; refusing to fasten the buckles of safety helmets even when it is required – these are all manifestations of rebellious behavior. 6. Abnormal psychology. In daily life and at work, we often observe that some employees exhibit abnormal emotions when stimulated or affected by certain factors from society, their workplace, their families, etc. Symptoms such as irritability, impatience, gloominess, restlessness, and low mood occur at work. At this time, these workers are most likely to lose their ability to self-regulate; their judgment regarding potential hazards and their responsiveness to accidents both decline significantly, increasing the likelihood of accidents. II. Measures to Eliminate Psychological Insecurity Based on the analysis of the aforementioned psychological states, and taking into account the specific characteristics of each case, the following measures should be taken in order to eliminate psychological insecurity and thereby ensure safe production. 1. Strengthen safety education and regulatory training for those who rely on luck, so as to help them develop a rigorous scientific attitude, overcome complacency, and always follow operating procedures and work protocols in all matters. Implement strict accident management, handling any accidents in accordance with the principle of \"not letting go of anything until the issue is resolved,\" thereby eliminating any room for those who rely on luck. 2. It is necessary to protect the enthusiasm of new employees for working, while also providing them with thorough three-level safety training upon arrival at the factory. They should be encouraged to learn more skills, focus on improving their professional competence, cultivate good moral qualities, respect science, and strictly follow operating procedures and work protocols. 3. For employees with a lack of experience in this area, the focus should be on strengthening safety awareness education and safety skills training, so as to improve their safety consciousness and self-protection skills, as well as their ability to carry out standardized operations and take safety precautions. 4. For employees who have a casual attitude towards their work, it is necessary to strictly educate them on the spirit of ownership, work responsibility, and dedication; the safety production responsibility system must be fully implemented, and a risk-reward system should be adopted for management personnel. On the basis of strengthening discipline education, high standards, strict requirements, and thorough evaluations must be applied in work. 5. For employees with a rebellious attitude, it is necessary to persist in persuasion and education, approaching them patiently; one should avoid overpraising them or dismissing them outright. It is important to turn them from objects of management into sources of motivation, and to shift the mindset from \"I need to be safe\" to \"I want to be safe\", so that they will ultimately be able to ensure their own safety. Make safety work a genuine conscious action for every employee. 6. It is necessary to establish records of employees’ psychological and ideological trends; in other words, it is important to keep track of any changes in their psychology and thoughts in a timely manner, and to provide them with proper guidance. This requires us to take the initiative to show concern for employees when their emotions become abnormal, to help them overcome difficulties, and to encourage them to regain their motivation, so that they can carry out their tasks carefully and in a standardized manner, thereby ensuring safe production. In short, to eliminate the psychological factors that affect safe production, it is necessary to strive to create an atmosphere of safety in daily work – by displaying prominent safety signs, encouraging Party, government, trade union, and other organizations to work together to ensure that there are no violations or accidents among party members, carrying out activities such as establishing \"standard safety posts\" and organizing training sessions at work sites, organizing screenings of educational films on safety accidents, and holding on-site safety quizzes and knowledge competitions. Achieve safety production goals by fostering a strong safety culture.