Imagine, you have just been deployed to an onshore production operation and charged with improving contractor safety in a geographically spread operation. Skilled labor is hard to find and retention is a major challenge. Your boss knows that “a tell” (mandating change) will not work and may jeopardize an already difficult staff relationship.
These challenges — or similar — routinely exercise the minds of performance improvement leaders and change managers in the oil and gas sector. The crux of the challenge is how to find the safety tipping point to embed and sustain change?