Abstract
Managing safety culture appears to be a very difficult task, including in the context of high-risk industries. A clear opposition exits between academics about this issue. On the one hand some deny the possibility for an organization to “manage” any kind of culture. Doing so would just be a manipulation of groups’ and individuals’ behaviors that has nothing to do with culture but refers to coercive power and domination. On the other hand, some build up theoretical frameworks and good practices to support the development and the maintenance of a strong and homogenous organizational culture such as safety culture. Our contribution to this debate is to open a way between these two opposite approaches. The aim is to introduce a pluralist approach of safety culture that makes its management possible, meaningful and valuable for both managers and practitioners. It is based on the clear distinction between two sets of safety cultures: Safety-Culture-as-Tools (SCT) and Professional-Safety-Cultures (PSCs).
Highlights
Two Types of CulturesSafety-Culture-as-Tools (SCT) is a set of management tools designed to create a single “organizational” safety culture
Managing safety culture appears to be a very difficult task, including in the context of high-risk industries
Even if SCT and PSCs are potentially conflicting, we suggest that organizations such as HRO that require a strong and genuine safety culture are actively managing the combination of a strong SCT and a strong SCP
Summary
Safety-Culture-as-Tools (SCT) is a set of management tools designed to create a single “organizational” safety culture. The formal Safety Culture as promoted by the IAEA in the nuclear industry (INSAG 4) in 1991 and officially adopted and implemented since can be defined as a “management tool”.
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