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.”
We do a fine job researching, investigating, uncovering root causes and lamenting work-related disasters. The government often forms commissions (think Deepwater Horizon or the NASA shuttle explosions or the BP Texas City refinery).
From the parking area of Gates Pass, a hilly area aptly called the Tucson Mountains just east of Tucson, Arizona, dotted with thousands of saguaro cacti, a hike up to a ridgeline about a half-mile away looks like a gradual slope, certainly doable.
Something interesting happens to folks when they make it to the top in business. They become remarkably prone to lose touch with the people down the ladder – the people who do the work and make or break the company.
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?