The focus on culture and leadership decision-making within large and complex organisations is critical to its success and the safety of its people.
The long-term impact of these factors can have wide-ranging results. A documentary this week covered the Columbia space shuttle disaster, which occurred almost exactly 21 years ago. Whilst being appropriately considerate to the tragic loss of life, it was unsparing in its forensic assessment of what went wrong. To hear it was both harrowing and necessary.
No one anticipated or desired loss of life on that tragic day—or any day. Yet, there was a pervasive belief that because everything seemed fine and deviations from the norm were common, there was nothing to worry about. This complacency ultimately led to catastrophic consequences. It vividly illustrated the insidious nature of passive acceptance and the dangerous assumption that as long as the mission is accomplished, all is well.
The lessons from NASA’s post-disaster focus on health and safety are invaluable, but the challenges facing large organisations persist.
As leaders within such structures, it’s essential to be able to influence, share and demand attention to ensure the safety of people and the organisation’s overall wellbeing.
> foster a culture of accountability, where everyone feels empowered to voice concerns and challenge the status quo.
> practice vigilance, proactive risk assessment and active listening.
>be honest about incidents occurring. Investigate thoroughly however ‘small’. These are the clues that something needs to change before a bigger failure occurs.
By moving the culture forward in this way, we not only reduce the likelihood of these tragic workplace accidents – we also simultaneously create a positive business environment where people feel safe to work and safe to speak up.
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