Challenges of Behaviour-Based Safety in Multinational Corporations Across Cultural Barriers
Last week I took you on a BBS journey in world under digital transformation, this time I wanted to extend our journey a little bit.
How about BBS in a Multinational setting, how is it different?
Behaviour-Based Safety (BBS) is a proactive approach to safety management that focuses on the observation of behaviours and the provision of feedback to promote safe practices.
While BBS has proven effective in many settings, its implementation in multinational corporations (MNCs) can be fraught with challenges, especially when navigating the complexities of cultural barriers.
Let’s investigate the unique challenges faced by MNCs when implementing BBS across diverse cultural landscapes.
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1. Diverse Cultural Norms and Values
Every culture has its own set of norms, values, and beliefs that influence behaviour. What is considered safe behaviour in one culture might be viewed differently in another. For instance, in some cultures, it might be common for workers to prioritize speed and efficiency over safety, while in others, safety might be paramount. MNCs need to recognize and respect these differences while ensuring that safety standards are met.
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2. Communication Barriers
Language differences can pose significant challenges. Safety instructions, feedback, and training materials need to be translated accurately to ensure that they are understood by all employees. Miscommunication or misunderstanding can lead to unsafe practices and potential accidents.
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3. Perception of Authority and Hierarchy
In some cultures, questioning or providing feedback to a superior is frowned upon. This can hinder the open communication essential for BBS, where employees are encouraged to report unsafe behaviours and conditions, regardless of the hierarchy.
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4. Differing Attitudes Towards Feedback
The way feedback is given and received varies across cultures. In some cultures, direct feedback, especially if negative, can be perceived as confrontational or disrespectful. MNCs need to train their staff to provide feedback in a manner that is culturally sensitive yet effective.
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5. Varied Learning and Training Styles
Different cultures have different preferred learning styles. While some might prefer hands-on training, others might lean towards theoretical learning. Understanding and accommodating these differences is crucial for effective BBS training.
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6. Resistance to Change
Any new initiative can be met with resistance, especially if it is perceived as being imposed by a foreign entity. MNCs need to involve local leaders and employees in the BBS implementation process to ensure buy-in and commitment.
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7. Legal and Regulatory Differences
Different countries have different safety regulations and standards. MNCs need to ensure that their BBS initiatives are in compliance with local laws while maintaining a consistent safety standard across all their operations.
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Conclusion
Implementing Behaviour-Based Safety in multinational corporations is not without its challenges. However, with a keen understanding of cultural nuances, effective communication, and a commitment to safety, these challenges can be overcome.
It's essential for MNCs to approach BBS with flexibility, adaptability, and respect for cultural differences to ensure the safety and well-being of all their employees, regardless of where they are located from time to time.
Take Care,
Carl Dujardin
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