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 […]

Safety Culture Change: The Cost of Getting it Wrong

Safety-culture change is a tricky thing.  Do it well and your organization will reap the benefits of a stronger safety culture and all that accompanies it–including higher levels of employee engagement and employee ownership.  Get it wrong and you could find your organization in a worse place than it was before you started the change.  […]

Five Points of Reflection When Leading Safety-Culture Change

Keeping your eye on target when leading a safety culture change is critical to its success.  We have to measure our progress, our successes, and even our own fidelity to the process often as we move through each stage of the change.  Evaluation and adjustment, re-evaluation and re-adjustment, then still more re-evaluation and re-adjustment is […]

Still More General Axioms About Safety Culture Change

Last issue we looked at some guiding principles for leading safety culture change–things that must be in place before it can succeed. There we saw it requires active safety leadership at all levels, as well as consistent application over several years. But there are at least three more things we’ll need to have in place […]

Some General Axioms About Safety-Culture Change

Last issue we looked at the five-stage cycle of response during any safety culture change initiative.  There we saw that much of the challenge in culture change is the resistance you’ll invariably encounter at the start of that process. We’re going to look at ways to reduce the impact of that resistance and accelerate acceptance […]