Summary Bullets
Failure of management to consider change
Inflexibility undermines an open, questioning environment
The good can keep us from the best
Background
A new Process Safety Management System (PSMS) Coordinator attempted to incorporate several good practices from the facility where he previously worked. He believed the facility could benefit from these ideas and they would be a relatively good fit with his new site’s PSMS, personnel, and policies.
His manager disagreed, saying the Coordinator’s previous company was different, the practices were actually poor fits, and they would be too time-consuming and upsetting to implement something different when the current PSMS seemed to be running smoothly.
His manager disagreed, saying the Coordinator’s previous company was different, the practices were actually poor fits, and they would be too time-consuming and upsetting to implement something different when the current PSMS seemed to be running smoothly.
What Happened
Over time the Coordinator noticed the PSMS elements had become rigid and the Manager resisted any improvement ideas, regardless of the source. The Manager even rejected improvement suggestions from the corporate process safety team. It became clear the Manager’s inflexibility was simply protecting his turf.
When is being rigid about maintaining consistent practices good, and when is it bad?
When is being rigid about maintaining consistent practices good, and when is it bad?
Safety Culture Focus
Strong leadership is necessary to promote safety and empower employees.
Fostering an open, questioning environment is crucial to establishing mutual trust.
Willingness to change is an element of continuous improvement.
Safety Culture Focus Note
**Only 37% of those surveyed indicated management involvement was a strength in their organization.**
Source File
E.17.pptx
(321.54 KB)