[Printer Friendly Version]
Paul McClellan, "Compliance" (June 1999)
Question: "How do you make changes in safety in resistant organizations?"
Answer: I (was) in the US Army Special Forces for six years. Since 1989, I have trained safety instructors in eight countries, working with BP Amoco, Anheuser-Busch, American Airlines, Kodak, Burlington Northern Railroad, Delphi Automotive Systems, etc.
I have found there are similarities between many large organizations. Keys to boosting emphasis on safety are:
- Motivating key staff to value safety in a light closer to their values. Ex: As the Army values "readiness", consider positioning the "real" benefit of safety as preparing staff to be as mentally and physically fit to respond as quickly as possible.
- Spreading involvement to as many as possible (both top down and bottom up). Work within your sphere of influence. You will likely have more immediate success in influencing a supervisor's approach and activating safety committees than directly persuading the Pentagon to change. I have seen how substantial safety involvement can swell from many levels.
- Increasing excitement about safety. Let people know--in word, training, and deed--that real safety goes beyond prevention, it's about working and living as strong, effective, healthy as possible. Show them how safety methods can bring practical and personal improvements to daily tasks, family and favorite activities. Look for outside resources that will consistently reinforce your message with a different light.
The most important thing is to not give up yourself; real safety change is happening right now in large "traditional" organizations worldwide.
[Back to top]