1. PATHOLOGICAL – ACCIDENTS ARE THE PRICE OF DOING
BUSINESS • Don’t waste time on Safety unless regulated to do so
• Production (profi t) over Safety organization
• Preoccupied with personal power and glory. • Information & Ideas blocked and controlled • Information is used to reward or punish • Failure leads to punishment (I.e. demotion or fi ring) • Almost impossible to reform
TEND TO SHOOT THE (SAFETY) MESSENGER A form of pathological culture was common in the past. Any error made resulted in being fi red in order to set an example to the rest and to show that the person was “held accountable” for the error. Case closed. Thus, any mistake was hidden for fear of being fi red and there were few, if any, “lessons learned” from an accident.
1.5 REACTIVE – WE’LL FIX THE PROBLEM AFTER
AN ACCIDENT • Tends to look at Safety as a necessary evil
• Fails to see the importance of Safety
• Tends to look at Safety as just common sense and acts accordingly.
• Lessons learned come only after an accident
• Will react whenever an incident dictates a need to improve Safety
• May “talk the talk” but fails to “walk the talk” (do)
TEND TO SEE THE SAFETY MESSENGER AS A TROUBLEMAKER A step up from the pathological, the reactive at least tries to learn from an accident in order to prevent a repeat. This culture may hang up “Safety fi rst” and “be careful” signs but fails to provide meaningful training to actually accomplish a Safety culture.
S.E.A.L Aviation 1011 N.W. 51ST. Fort Lauderdale, Florida, 33309
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