TP 13844 - Score Your Safety Culture
- Aviation Safety Letter
- Educational Packages
- Runway Incursions Prevention Tools
This checklist was written by Professor James Reason and presented at the 2000 Manly Conference. Reproduced with permission.
In Managing the Risks of Organizational Accidents, Dr. James Reason argues that three ingredients are vital for driving a company’s safety engine, all of them the purview of top managers: commitment, competence and cognizance—the three Cs. But managers come and go. This is a fact of life. So how does a company maintain a commitment to safety in the face of personnel turnover, volatile market forces and economic reality? James Reason suggests that this is where an organization’s safety culture comes in to play! Dr. Reason states that “A good safety culture is something that endures and so provides the necessary driving force.” To find out if your organization has or is well on its way to having a good safety culture, Dr. Reason prepared the following checklist.
High scores on this checklist provide no guarantee of immunity from accidents or incidents.
Even the “healthiest” institutions can still have bad events. But a moderate to good score (8–15) suggests that you are striving hard to achieve a high degree of robustness while still meeting your other organizational objectives. The price of safety is chronic unease: complacency is the worst enemy. There are no final victories in the struggle for safety.
CHECKLIST FOR ASSESSING INSTITUTIONAL RESILIENCE
YES = This is definitely the case in my organization (scores 1);
? = “Don’t know,” “maybe” or “could be partially true” (scores 0.5);
NO = This is definitely not the case in my organization (scores zero).
Interpreting your score
16-20 So healthy as to be barely credible.
11-15 You’re in good shape, but don’t forget to be uneasy.
6-10 Not at all bad, but there’s still a long way to go.
1-5 You are very vulnerable.
0 Jurassic Park
This checklist was written by Professor James Reason and presented at the 2000 Manly Conference.
Reprinted with permission.
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