Why the term “operational discipline” is not helpful, and better options for instilling positive process safety culture

Abstract

AbstractLanguage matters for effective leadership and culture. And the language embedded in the term “operational discipline” is not helpful. This term is inconsistent with decades of learning on cause analysis, systems thinking, and human performance. Humans typically do not fail because they are not disciplined enough. Failures occur for other reasons that stem from the systems within which the humans are working. For many people, the term “discipline” has a negative or punitive connotation. And the term “operational” focuses the spotlight on operations. The two terms taken together may imply to some people that willful operator deviations are the root cause of some incidents. Failures typically involve a range of management processes and functional groups. Thorough failure analysis can identify systemic causes, and follow‐up corrective actions may be targeted at the upstream sources. Healthy culture requires a positive, inclusive, and curious environment that seeks to continuously learn and improve without casting blame. Even if the term “operational discipline” is not intended to place blame, the choice of words defeats that aspiration. When seeking to improve process safety culture, choose language that supports a positive learning environment of ownership and empowerment by the workforce. And support those words through management actions.