Safety-Culture Change: The Cost of Getting it Wrong (Part 2)

Safety-Culture Change: The Cost of Getting it Wrong (Part 2)When initiating an organizational safety-culture change, it’s critical that we recognize the consequences of getting it wrong.  As we saw last issue, things like forfeited ROI, compromised employee trust, and higher levels of employee cynicism and disengagement are some of the unintended consequences of failure. But there are at least three more things that could happen as a result of getting it wrong.

About the Author

Eric Svendsen
Eric Svendsen, Ph.D., is Principal and lead change agent for safetyBUILT-IN, a safety-leadership learning and development organization. He has over 20 years experience in creating and executing outcomes-based leadership development and culture change initiatives aligned to organizational goals, and he personally led the safety-culture initiatives of a number of client organizations that resulted in “best ever safety performance” years for those companies.