CHALLENGES WHEN IMPLEMENTING A SAFETY CULTURE CHANGE

The safety profession doesn't always fit into the culture of some organizations. As a result, we often find ourselves going against the flow to ensure the safety of the workforce. We must have a solid, engaged foundation to stand on during a rapidly shifting cultural landscape.

We need to understand how the shapes of our strategic approach will change the current culture and reduce the risk to the workers.

I have worked in many positions where my goal was to change the culture. Some organizations were successful in the change based on the strategic plan; others didn't quite achieve the change.?As I continue to take on opportunities to help change the culture, I continually look at past and present approaches and assess how I can change and improve my approach.

A subject many people don't understand is that every opportunity to change cultures comes with challenges. After recently assessing my approach, I identified four typical responses to a cultural change.

1. We conform

We start compromising what we believe and the way we act to appeal and appease the surrounding culture. We may even genuinely believe that doing so offers a more agreeable strategic activity attracting a more vital buy-in to changes. First, however, we must realize that our goal isn't to make change easier but instead do what is necessary to get buy-in and commitment.

2. We check out

The opposite extreme is to secede from culture, distancing ourselves so completely that we never interact with our changes. Again, the intent may seem more agreeable and keep people happy. However, when we check out, everyone else will also.?Our workforce desperately needs the life-changing power of a culture change. Forming an isolated, insulated subculture may feel countercultural, but it isn't an appropriate response.

3. We combat

This approach is antagonistic and defensive. While the intent begins moving in the right direction, refusing to give in or give up changing, we miss the entire reason for the change. This response sees culture as an enemy vs. people wanting to improve the morale and reduce risk. Our desire must not be to prove ourselves right or force our way on the people around us. Instead, our goal is to show the "why" we are making changes and explain the actual and worthy outcome. Just as wrong as running away from our culture is driving people away from change.

4. We counter

Countering culture means engaging culture with conviction and passion. We stand firmly on the strategic plan based on the desired results. Our desire isn't to conquer but to redeem. It matters what we do, how we do it, and why we do it. We can't sit back and remain silent while people are on a path that ultimately leads to self-destruction. That desire should drive our behaviors and influence the workforce to buy in on every task and activity.

A wrong response to culture is more than unhealthy or unhelpful. Engaging our workforce in a culture change can be a matter of life or death.