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  • Writer's pictureLeverage Safety

Breaking the Cycle: Overcoming Limitations in Safety Improvement

Updated: Jul 17

Achieving safety excellence is a constant challenge for organizations worldwide. One major obstacle that hinders progress is oversimplification by leaders. When safety is reduced to cliches and simplistic notions, the potential for significant improvement becomes limited. In this article, we will explore four common practices that hinder safety improvement and discuss how organizations can break free from these limitations.

The Pitfalls of Oversimplified Views

Leaders who oversimplify safety often lack a comprehensive understanding of the complexities involved. Their definition of safety may revolve around generic phrases like "thinking before you act" or "paying attention." Such oversimplification fails to address the underlying issues and prevents organizations from making significant strides toward safety excellence.

  1. Over-Simplified Definitions: Leaders' communication style influences the organization's perception of safety. When leaders oversimplify safety, it permeates the entire workforce, leading to a false sense of compliance. Workers may feel that they are already doing enough for safety, hindering progress. To combat this, organizations need to go beyond superficial definitions and foster a culture that constantly seeks improvement.

  2. Lack of Strategy: Viewing safety as mere attentiveness negates the need for a comprehensive strategy. Adopting a program-of-the-month approach instead of developing a cohesive strategy limits progress. Organizations must recognize that workers are internal customers of safety, and a strategic approach is necessary to meet their needs and expectations. Applying strategic thinking to safety allows for the effective prevention of accidents and injuries.

  3. Managing with Lagging Indicators: Many organizations focus on lagging indicators, such as accident rates and costs, without measuring the factors that prevent accidents. By primarily measuring failures, organizations fall into the trap of aiming to fail less instead of striving for true success. Shifting the focus to leading indicators that measure proactive safety behaviors empowers organizations to make proactive improvements and drive sustainable progress.

  4. Delegation: Leaders who oversimplify safety often delegate the responsibility to a safety specialist without fully understanding the complexity and importance of safety. Without a dedicated leader at the C-suite level, safety efforts tend to focus on basic compliance rather than excellence. This lack of strategic leadership can hinder progress and lead to scapegoating lower-level safety personnel when results are unsatisfactory.

Breaking Free from Oversimplification: Organizations must embrace a different mindset to break free from the limitations of oversimplification and achieve safety excellence. Leaders who are open to new ideas and receptive to suggestions create a culture of progress. By:

  1. Defining safety in a comprehensive and actionable manner.

  2. Developing a strategic approach that aligns with the needs of workers.

  3. Focusing on leading indicators and proactive safety behaviors.

  4. Having dedicated leaders at the C-suite level who prioritize safety.

Oversimplification stifles progress in safety improvement. To overcome this challenge, organizations must reject trite definitions, adopt a strategic mindset, measure leading indicators, and foster dedicated leadership. By embracing a holistic and proactive approach to safety, organizations can break free from limitations and pave the way towards safety excellence. Remember, progress begins with a willingness to think differently and continuously seek improvement.

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