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. 10 Things Leaders Absolutely Must Know to Plan for Sustainable Safety Culture Change

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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.

 

 

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.

Comments

  1. Sean A. Walker says:

    Nice little insight into safety culture change. Our senior management commissioned a report on our safety culture, results were fully communicated to management and employee’s alike, because certain elements of the survey were negative they have decided to do nothing, comments like, ‘there ungrateful, that’s not the culture and thoughts of people on this site, so they have essentially dismissed employee’s comments, hence as you said they’re failing to manage employee resistance. I have told them we know the barriers that exist in our organisation but there is a lack of willingness to tackle it. Its almost like they don’t want to engage with employee’s, if the barriers were broken down we would be in a far better place culturally, lack of foresight by our senior management team.

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