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Safety and Human Culture Ladder Fred Infortunio, PhD, PE, CSPConsulting Process Safety Engr.
Grantt V. BedfordSafety and Emergency Response Manager
Bring it all together - Unifying the theories
Human interactions with existence - Maslow
Geographic / Regional and Safety National Cultures – Hofstede / Infortunio
Industrial culture – Many – OB, Manuel, Leveson – topic for another discussion.
Safety Culture – Organizations – Westrum / Hudson / Manuel
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Review of Maslow – a Wisdom of / Needs of Existence
Physiological needs – food shelter, water, sleep
Safety of Existence: The next need is general security , general health, employment
Belonging to the society
Esteem - The next level is self-esteem, confidence, achievement, respect of and by others
Self actualization: Understanding, creativity, spontaneity, acceptance of reality – the facts , lack of prejudice (how it really is): SUCCESSFUL
The motivation is to reach full potential. The basic needs must be met before self actualization can be achieved.
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Underlying Societal Cultures – Hofstede’s Cultural Dimensions
There are several societal cultural dimensions that affect the people within the organizations which in turn affects the ability of the organization to move up the safety culture ladder.
Uncertainty Avoidance (UAI)
The extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid these situations. Studies have shown that UAI is related to a fear of failure which creates an inflexible society which is not does not easily adapt to or manage change. (Infortunio)
UAI is related to stress which is related to employee burnout.to increased illness and accidents
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Underlying Societal Cultures – Hofstede’s Cultural Dimensions
Power Distance (PDI)
The extent to which a society accepts the fact that power in institutions and organizations is distributed unequally. PDI is a problem when management does not truly participate in a belief in the preeminence of safety. (Infortunio)
High PDI separates management from the work to be done.
The employees tend to be powerless.
Management tends to blame people rather than the system when something goes wrong.
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Underlying Societal Cultures – Hofstede’s Cultural Dimensions
Individualism – Collectivism (IDV) The degree to which individuals are supposed to look after themselves or
remain integrated into groups, usually around the family. Interactive with PDI. Individualistic societies – the individual is educated enough to take responsibility for personal safety (Infortunio).
Masculinity – Femininity (MAI) The extent to which the dominant in values in society are "masculine" that
is, assertiveness, the acquisition of money and things, and lower degree of empathy for others, the quality of life, or people. Alternatively, femininity espouses a good quality of life, and a stronger caring for others – higher degree of empathy.
More studies needed – It appears to flip in value.
Long Term Outlook (LTO) This dimension discriminates between long-term outlook and short-term
outlook – No studies done yet.
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Safety Culture Ladder – Described by Westrum / Hudson
Westrum described an evolutionary safety culture model. It is a valuable structure for the understanding the evolution of safety cultures in organizations.
His schema identified 5 levels that are similar to Abraham Maslow’s Hierarchy of human needs.
Why should they be an analog to human needs? Organizations are made up of people. Useful analog.
Organizational Culture embedded in the Geographic / Industrial / Social Culture. This has been one of the missing management ingredients. Each culture is to be managed differently – In a way it expects to be managed – again dependent on the enlightenment of the management / leadership
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Westrum - Evolutionary Safety Culture Model Ladder
Level 1- The initial need of the organization is related to basic existence – can we make enough profit to exist (food and shelter). No one cares about safety – just DON’T GET HURT OR CAUGHT by the Authorities (He calls this Pathological Level).
The reward for good HSE performance is staying alive. The culture is dictated by the upper management; it is dictated by the needs to
survive. Maintenance can be delayed – everything takes second to production. The power distance of the culture is high This goes hand in hand with low-medium
individuality; people can not interact/question upper management – produce it /get it done – now.
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Westrum - Evolutionary Safety Culture Model Ladder
Level 2 - is OOPS! We better take care of that. Accidents occur and these take away from our productivity – we do not want to get hurt. The authorities are making life somewhat difficult with their fines and interferences (He calls this Reactive).
At the Reactive level, the culture is very controlled/dictated by the upper management.
Management believes that accidents are caused by stupidity.
The HSE department is small and seen as a police force. Again IDV is low and PDI is high. UAI is somewhat high: it is difficult to make good decisions in a repressive
atmosphere. There is a culture of blame.
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Westrum - Evolutionary Safety Culture Model Ladder
Level 3 is the more mature level of trying to predict problems – Calculative level – statistical analysis, more in tune to reality, where do we need help, what help do we need, where can we apply that help? (Management is becoming more understanding of how to manage the underlying culture).
We know that we do not know - we are learning.
Accidents are blamed on the systems PDI is decreasing – say being overcome IDV is increasing – better training and education are related UAI is increasing – there is an expectation of success
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Westrum - Evolutionary Safety Culture Model Ladder
Level 4 – Self Esteem – We / Management figured out what we are doing – others begin to look to us as competent. We feel competent!
We are proactive in eliminating our problems and protecting our enterprise. Management admits that it must take some of the blame for the accidents.
The underlying culture is being managed to, or being changed.
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Up the Safety Culture Ladder
Level 5 – We have reached full consciousness of our existence, we know what we know and we know what it is that we do not know. We are self actualized. We understand our environment - we are self actualized – Westrum calls it Generative.
There is an overall review of the interactions of management, systems, and people. The PDI low – communications is good – interactions are good IDV is good – the required training and self advancement of training provides
protection The UAI is low, burnout is low, expectations are in line with reality. There is an expectation of success rather than a fear of failure
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Eureka !
“There is active participation at all levels. Safety [Wisdom] is part of the business.”
We know that we know some things, and we know that there are things we do not know.
There is a continuous scanning of the environment - a chronic unease; what risks have we missed?
Is there anything that we need to take care of?
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April 1, 2014
Safety Culture Intervention
Why ? A Recap
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Why should they be an analog to human needs? Organizations are made up of people. Useful analog.
Organizational Culture embedded in the Geographic / Industrial / Social Culture. This has been one of the missing management ingredients. Each culture is to be managed differently – In the way it expects to be managed – again dependent on the enlightenment of the management / leadership
Understanding of the Analogy – Wisdom of Being
The culture evolves from our responses to our environment.
A self actualization state is a state of understanding of our environment and an understanding of ourselves our ability to live in and function / manage the environment
The top of the safety culture ladder and the top of the Maslach Hierarchy of needs is self actualization – a wisdom of existence – personal / organizational
Note: There is always some level of luck – life is a combination of skill and fortune; but fortune is also a function of skill (partial differential Ayn Rand missed this).
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Questions
Questions ?
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