Safety culture and the issue of power

Antonsen, Stian

doi:10.1016/j.ssci.2008.02.004

Cited by 157 publications

(109 citation statements)

References 17 publications

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“…For example, research shows that, given the nature of leaders in an organisational setting, and their ability to dismiss or punish employees, it could be beneficial to explore the value placed on money relative to that of safety (Flin and Yule 2004;Zohar 2002). Therefore, we believe that this sub-dimension warrants inclusion in the safety culture framework and is most relevant to Management Commitment to Safety (Antonsen 2009). …”

Section: A Framework Of Cultural Dimensions For Measuring and Evaluatmentioning

confidence: 99%

Safety Culture in Financial Trading: An Analysis of Trading Misconduct Investigations

Leaver

Reader

2017

J Bus Ethics

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High-profile failures in financial trading have led to interest in how the culture of the industry produces risky and unethical behaviours among traders. Yet, there is no established theoretical framework for studying this: we apply safety culture theory to examine ten recent highprofile trading mishaps investigated by the UK financial regulator. The results show that the dimensions of safety culture (e.g. Management Commitment to Safety, Systems and procedures) used to understand organisational accidents in domains such as aviation also explain failures in Risk Management within financial trading organisations. This counters narratives focusing on traders who are unethical 'rule breakers', and emphasises the value of a systemic approach, whereby safety culture theory is used to explain why risky behaviours in financial trading occur. Safety culture therefore provides a conceptual basis for further research on risky and unethical behaviours in financial trading, alongside providing insights for possible intervention.

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Section: A Framework Of Cultural Dimensions For Measuring and Evaluatmentioning

confidence: 99%

Safety Culture in Financial Trading: An Analysis of Trading Misconduct Investigations

Leaver

Reader

2017

J Bus Ethics

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“…In patient safety, Antonsen has identified the need for more research to address issues of power and conflict in organizations that to date have tended to rely mainly upon a Ôharmony model of organizational lifeÕ. 45 In terms of PPI in patient safety, these power inequities are highlighted at the individual and collective level of care in different ways. Evidence, for example, shows that a Ôknowledge and status imbalanceÕ between patients and practitioners affects the ability of a patient to adopt safety-related behaviours.…”

Section: Developing a More Critical Approach To Involvement In Patienmentioning

confidence: 99%

Developing a ‘critical’ approach to patient and public involvement in patient safety in the NHS: learning lessons from other parts of the public sector?

Ocloo

Fulop

2011

Health Expectations

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There has been considerable momentum within the NHS over the last 10 years to develop greater patient and public involvement (PPI). This commitment has been reflected in numerous policy initiatives. In patient safety, the drive to increase involvement has increasingly been seen as an important way of building a safety culture. Evidence suggests, however, that progress has been slow and even more variable than in health care generally. Given this context, the paper analyses some of the key underlying drivers for involvement in the wider context of health and social care and makes some suggestions on what lessons can be learned for developing the PPI agenda in patient safety. To develop PPI further, it is argued that a greater understanding is needed of the contested nature of involvement in patient safety and how this has similarities to the emergence of user involvement in other parts of the public services. This understanding has led to the development of a range of critical theories to guide involvement that also make more explicit the underlying factors that support and hinder involvement processes, often related to power inequities and control. Achieving greater PPI in patient safety is therefore seen to require a more critical framework for understanding processes of involvement that can also help guide and evaluate involvement practices.

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“…While some may consider the structural properties of systems that do safety critical work [6] , many rely on organizational safety culture to carry the explanation of differences in safety performance. They refer, for example, to relationships between leaders and followers, managerial openness to dissent and inquiry, group-versus individual orientation, the extent of bureaucratization of safety, assumptions of personal invulnerability, and values regarding rules and procedures [7][8][9][10][11] .…”

Section: Introductionmentioning

confidence: 99%

Second victims, organizational resilience and the role of hospital administration

Santomauro

Kalkman

Dekker

2014

JHA

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Second victims are practitioners involved in an incident that (potentially) harms or kills somebody else, and for which they feel personally responsible. Professional culture and the psychology of blame (and shame) influence how second victims are viewed and dealt with. This paper reviews the status of second victimhood in healthcare -both its symptomatology and organizational responses. Then it considers the problematic nature of "human error" in healthcare and sets this against the psychological backdrop of healthcare professions, seeking cultural-historical explanations in assumptions of actor autonomy and professional identity. It concludes by drawing links between the psychological resilience of the individual practitioners involved in an incident and the resilience of an organization's safety culture.

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Safety culture and the issue of power

Cited by 157 publications

References 17 publications

Safety Culture in Financial Trading: An Analysis of Trading Misconduct Investigations

Safety Culture in Financial Trading: An Analysis of Trading Misconduct Investigations

Developing a ‘critical’ approach to patient and public involvement in patient safety in the NHS: learning lessons from other parts of the public sector?

Second victims, organizational resilience and the role of hospital administration

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