THE HUMAN ERROR
2. BUREAUCRATIC – IF EVERYONE JUST FOLLOWED THE RULES, WE’D HAVE
NO ACCIDENTS • Believes that Safety is simply ensuring that everyone follows the rules
• Preoccupied with rules and departmental turf
• “By the book” organization • Emphasis is on process • Information flows only along accepted channels
• New ideas create problems • Functional in a stable environment
• Dysfunctional in a dynamic environment • Reform it through the top down
TEND TO NOT LISTEN TO THE
(SAFETY) MESSENGER Anyone who works in government likely knows a form of this culture. It tends to feel that any problem can be solved with more rules. Any Safety concern will require a designated multiple-page form be filled out in triplicate and delivered to a specific office. After going through several committees, a new rule is produced to “solve” the problem. They “talk the talk” but it is difficult to get any Safety changes unless “the top” thinks of it.
2.5 PROACTIVE – WE HAVE A SAFETY PROBLEM AND ORGANIZED A SAFETY
COMMITTEE TO DEAL WITH IT • Takes Safety seriously but is not sure how to handle it
• Establishes a position or committee to handle Safety
• Management remains at arm’s length and delegates the responsibility
TEND TO BELIEVE THE (SAFETY) MESSENGER BUT ARE NOT
SURE WHAT TO DO All too often after a serious accident or threats by the regulatory body to pull their operating certificate (OC), a company begins to take Safety seriously. However, at this point it is an “add-on” with a lot of good intentions. Policies and manuals are written and a system is put in place — but little changes. It’s as if they gave a big party and no one came. Mintzberg’s second C, competence, can be seen to be in play here. With help and some cases, trial and error and time this culture can move to the next level. Sadly, it’s not uncommon for a culture to remain at this level as it looks good on paper but is not a true Safety culture until it reaches the next level.
3. GENERATIVE – EVERYONE IS RESPONSIBLE AND MUST DO THEIR PART TO ENSURE THAT ALL SAFETY RISKS ARE AS LOW AS REASONABLY PRACTICAL
(ALARP) • Makes Safety an integral part of everything the organization does
40 |
DOMmagazine.com | march 2016 TEND TO ENCOURAGE THE
(SAFETY) MESSENGER This level has everyone singing from the same Safety song sheet. Human error, responsible for most of an organization’s accidents and costly incidents, is openly and fairly treated as learning opportunities to reduce error. As I stated in the previous article,
I believe that a Safety culture is achieved when: √ Safety is treated seriously by the management
√ All believe that Safety does not have to come at the cost of productivity
√ Safety is an integral part of the way the company operates
√ All company employees are trained and encouraged to think and work safely at all times
√ Safety goals are set and all work toward their achievement It is my sincere hope that you
work in such a culture as it is the only way we can continue to lower the accident rate. In our next article
• Tend to be looked at as just another “flavor of the month” Safety initiative
• Many employees take a “wait and see” approach
• May look good on paper but little changes
• Very mission focused • Flexible organization • Very performance driven • Free information flow and new ideas are welcomed
• Uses information and employee intellect effectively
• Emphasis is on achievement more than process
• Responds well to problems, not so well to processes • Reform comes from all levels
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