The Role of Leadership in Instilling a Culture of Safety: Lessons from the Literature

Ruchlin, Hirsch S.; Dubbs, Nicole L.; Callahan, Mark

doi:10.1097/00115514-200401000-00009

Cited by 107 publications

(72 citation statements)

References 12 publications

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“…In other words, highly educated managers feel a greater commitment to safety issues compared to poorly educated managers. In another study, Ruchlin showed a significant relationship between managers' level of education and their commitment to safety issues (24). In the present study, a significant relationship was found between the workers' age groups and safety training; that is, younger workers and employees are more inclined to learn about safety.…”

Section: Discussionsupporting

confidence: 58%

“…Moreover, the personal attributes of individuals can also be responsible for their different attitudes and beliefs. The management cannot have control over these factors in any organization or industry (24)(25)(26). A limitation of the present study was the lack of a systematic management system to assess safety culture maturity among the managers.…”

Section: Discussionmentioning

confidence: 91%

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Safety culture in GolGohar Mine in Southeast Iran in 2014

Fazli

Ansari

Zare

et al. 2014

JOHE

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Received: September 2015, Accepted: November 2015 Background: Safety culture and attitude form an integral part of organizations' cultures and their improved levels are influential in the prevention of occupational accidents and injuries. The present study was conducted to assess the safety culture and attitude of workers in the mining industry in Iran. Materials and Methods:The present cross-sectional study was conducted on 172 workers employed in GolGohar Mine in Southeast Iran. Data were collected using a standard safety culture questionnaire, and then, analyzed in SPSS software using ANOVA, independent t-test, and the linear regression model. Results: Participants' mean age and mean length of work experience were 38.13 ± 7.11 and 9.95 ± 4.84 years, respectively. The level of education was found to be significantly related to management commitment (P = 0.003) and training (P = 0.001). Age was found to be significantly related to management commitment (P = 0.044), exchange of information (P = 0.020), and training (P = 0.047). In addition, work experience was found to be significantly related to training (P = 0.010) and safety prioritization (P = 0.002). However, employment and marital status had no significant relationships with the culture of safety (P > 0.050). Participants had experienced no occupational accidents during the course of their work. Conclusions:The present study showed the effectiveness of the level of education, age, and work experience in promoting the culture of safety. Adopting measures to increase the employment of better educated individuals, providing safety training prior to recruitment, and using more experienced workers' recommendations can promote the culture of safety in the organization and reduce occupational accidents.

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Section: Discussionsupporting

confidence: 58%

Section: Discussionmentioning

confidence: 91%

Safety culture in GolGohar Mine in Southeast Iran in 2014

Fazli

Ansari

Zare

et al. 2014

JOHE

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“…As recently as 2007, nearly one in five Canadians reported that someone in their family had experienced an adverse event or effect within the previous two years (Health Care in Canada 2007). A solution may be found in other high-risk industries, such as aviation and nuclear power, that credit their impressive safety records to a "culture of safety," manifested by visible leadership commitment to safety, a non-punitive approach to error management and a strong desire to learn and improve (Evans et al 2006;Global Aviation Network 2004;Ruchlin et al 2004;Weigmann et al 2002). Continuous improvement can be further enabled by reporting and learning systems that capture information on adverse events, near misses and safety hazards in order to target change efforts.…”

mentioning

confidence: 99%

Establishing a Provincial Patient Safety and Learning System: Pilot Project Results and Lessons Learned

Cochrane¹,

Taylor²,

Miller³

et al. 2009

hcq

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“…Boin & van Eeten, 2013;Klein, Bigley, & Roberts, 1995;Mannarelli et al, 1996;Myers, 2005;Ruchlin, 2004). As HRO research has evolved, some of its early assumptions have also been revised.…”

Section: The Theoretical Contextmentioning

confidence: 99%

“…Despite these unresolved questions, researchers have widened the application of high reliability theory to several other highly complex and consequential operational environments -for instance: healthcare (Chassin & Loeb, 2013;Ruchlin, 2004), power generation (Roe, Schulman, van Eeten, & de Bruijne, 2004;Roe & Schulman, 2008), oil and gas industry (Mannarelli et al, 1996;Thorogood, 2013), firefighting (Barton et al, 2015;Thomas, Fox, & Miller, 2015;Vidal & Roberts, 2014), the military (Bierly & Spender, 1995;Demchak, 1996) and construction (Busby & Iszatt-White, 2014;Olde Scholtenhuis & Doree, 2013). However, there are very few studies that have explored large-scale projects through the lens of high reliability theory and those that have are limited to either IT (Denyer, Kutsch, Lee-Kelley, & Hall, 2011;Sullivan & Beach, 2009) or construction projects (Brady & Davies, 2010;Olde Scholtenhuis & Doree, 2013).…”

Section: The Theoretical Contextmentioning

confidence: 99%

Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects

Saunders

Gale

Sherry

2016

International Journal of Project Management

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In large-scale safety-critical projects unforeseen events and uncertainties must be carefully managed to safeguard the integrity of the end product and deliver projects to time and cost. Based on 47 'vignettes' of uncertainty across projects in two safety-critical sectors, this study provides an empirical examination of whether practices consistent with theories of high reliability organising are adopted by project managers as a response to project uncertainty. Our findings are that confronting uncertainties in safety-critical projects does involve many high reliability practices. Respondents expressed a sense of balancing competing demands, and provided evidence of learning, acting mindfully, avoiding over-rigid processes, and of upholding constructive tensions, conceptual slack and close interdisciplinary working.However these practices are often fragile in nature and dependent on key individuals. There are also differences between the two sectors studied, with more widespread evidence of high reliability project organising in civil nuclear than in aerospace projects.

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The Role of Leadership in Instilling a Culture of Safety: Lessons from the Literature

Cited by 107 publications

References 12 publications

Safety culture in GolGohar Mine in Southeast Iran in 2014

Safety culture in GolGohar Mine in Southeast Iran in 2014

Establishing a Provincial Patient Safety and Learning System: Pilot Project Results and Lessons Learned

Responding to project uncertainty: Evidence for high reliability practices in large-scale safety–critical projects

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