The safety world has devoted significant attention and conversation to the “safety culture” of organizations. How often have you heard, “If we could just change the culture around here, safety performance would improve.”

Recent riots in North Africa and the Middle East are and will continue to have a harmful impact on the private and public sectors in the United States. Egypt’s collapse has become the “Tipping Point” of a systemic contagion growing throughout North Africa and the Middle East, the likes of which we have not witnessed since World War II.

Ever wonder why your safety program just doesn’t seem to sizzle?
Why your latest safety promotion fell flat on its face?
Why you manipulate individuals to be safe?
Why does all this safety stuff really matter anyway?

Realistically, what employee is going to risk his or her livelihood filing a safety or health whistleblower complaint with OSHA; even with all the so-called protections afforded in Section 11(c) of the 1970 OSH Act or the additional protections of the proposed Protecting America’s Workers Act (HR 2067) to amend the OSH Act?

A serious disconnect existed between the kind of “power” managers thought they were giving and what employees believed they were receiving.

Safety and health management systems remain entirely too rigid and compliance-focused to effectively react to the pace of business.

Use these strategies to minimize the need to beat your safety system.