Safety Culture in commercial aviation: Differences in perspective between Chinese and Western pilots

Abstract

This paper examines the effect on aviation safety of cultural differences between Chinese and Western commercial airline pilots. James Reason and Alan Hobbs’ Safety Culture model of a Just Culture, a Reporting Culture, and a Learning Culture was applied to the vertical aspect to measure Safety Culture in a multi-dimensional mode; a comparison of Chinese culture and Western culture on aviation safety was applied to the horizontal aspect to investigate the two different cultures. Qualitative and quantitative methods were used for this research. The interviews yielded five topics: trust, guanxi (relationship) vs. equity and equality, power distances, harmony among people, and sharing information and knowledge. For each of the five topics, questionnaires were developed to investigate the effects of cultural differences on international commercial airline pilots. A major finding was that the cultural differences strongly influence the pilots’ trust and satisfaction with the implementation of a Just Culture, a Reporting Culture, and a Learning Culture in their company. The Western pilots were more satisfied with those aspects of the Safety Culture model than were the Chinese pilots. Leadership that builds trust, includes a high power distance, and allows them to maintain harmony with their colleagues in a Reporting Culture is desired by Chinese pilots. Because it might have generated negative responses from their colleagues, Chinese pilots were more hesitant than were Western pilots to share information and knowledge. Finally, managers’ work histories, communication skills, good examples, team reporting, and incentive programs were suggested as vital for assuring the success of the Safety Culture.