Culture, the hidden hazard that should not be underestimated

By Christo Peltz

Culture is a rather broad term that typically refers to a large and diverse set of mostly intangible aspects of social and work life. The general agreement is that culture consists of the values, beliefs, language, communication, and practices that people share in common and that can be used to define them as a collective.

In our collective explosives manufacturing industry the inherent requirements for safety, both from a systemic and culture perspective, are the only way to ensure any form of sustainability. This need is so entrenched in the way that we operate, that we collectively end up with organisations such as SAFEX, which owe its entire existence to the need for promoting, sharing, learning and sharing safety in explosives manufacturing…..and long may SAFEX live!

Most of the outputs from such organisations are translated to standards, procedures, actions, rules, good practice guides, legislation etc. The list goes on and on and management (especially safety professionals) are committed to implementation of the various measures that will assist in keeping our people safe.

As a result the management drive towards establishing a strong “culture of safety” is prevalent in our industry. Some companies achieve and maintain this with great success, which usually translates to a good safety performance. A robust safety culture takes years to build and typically manifests in a very physical way. A visitor to such a plant will immediately experience this as “the way things are done around here”.

The factory floor however typically introduces the “factory worker” element where we can see a conflict between the culture of the individual and the required standard of doing things – all too often with tragic consequences. In third world countries our factory-floor type workers are faced with several safety challenges in their personal lives. These can range from poor living environments which also have high levels of crime, to transportation difficulties and infrastructure (electrical, water, sanitation etc.) that would never pass our own internal factory rules. Yet, when these employees return to our factories we expect them to undergo a metamorphosis from a survivalist mind set to a mature safety culture mind set – a big ask!

The misalignment between work safety and personal culture can pose significant challenges within organizations, potentially leading to increased risk, decreased compliance with safety protocols, and compromised employee well-being. When individuals' personal cultural values, beliefs, and behaviours conflict with the safety expectations and requirements of their workplace, several key issues may arise:

Risk perception discrepancies:

Individuals from different cultural backgrounds may perceive risks differently based on their upbringing, experiences, and cultural norms. Some cultures may prioritize risk-taking or view certain safety precautions as unnecessary, leading to a disregard for safety protocols in the workplace.

Communication barriers:

Cultural differences in communication styles and language barriers can hinder the effective transmission of safety information and instructions. Employees may be less likely to voice safety concerns or ask questions about procedures if they perceive a cultural barrier or fear of being misunderstood.

Attitudes towards authority:

Cultures with high power distance may exhibit greater deference to authority figures, leading employees to follow safety directives without question. Conversely, in cultures where questioning authority is more acceptable, employees may be less inclined to comply with safety regulations if they perceive them as arbitrary or unnecessary.

Individualism vs. Collectivism:

Individualistic cultures may prioritize personal autonomy and decision-making, leading employees to prioritize their own comfort or convenience over safety regulations. In contrast, collectivistic cultures may prioritize group cohesion and conformity, potentially leading employees to prioritize social harmony over individual safety concerns.

Stigma and Shame:

In some cultures, there may be a stigma associated with reporting accidents or injuries, leading employees to conceal incidents to avoid embarrassment or shame. Fear of reprisal or discrimination may also discourage employees from reporting safety concerns or near misses, particularly in cultures where hierarchical structures are deeply ingrained.

Conflict Resolution:

Cultural differences in approaches to conflict resolution may impede the resolution of safety-related disputes or disagreements. Misunderstandings or clashes between employees from different cultural backgrounds may escalate into conflicts that undermine safety culture and cooperation.

What follows is a real life scenario where cultural norms in the workspace was a contributor to a tragic incident.

An engineering workshop maintenance team was performing routine maintenance on a large mobile manufacturing unit. The supervisor of the working crew was accountable to ensure all safety rules were followed closely. In the social setting, all members of the crew were members of the same church. The mechanics were elders in the church and as a result had a certain amount of authority over their supervisor in the social context.

When the team was back in the working environment, the mechanics were left to perform their tasks without the supervisor directing and checking their ways of work. This lead directly to a procedural error that went unchallenged and as a result lead to the premature removal of a critical control measure. Had the supervisor fulfilled his mandate and corrected the mechanic (against the cultural norm), the control measure would have prevented the fatal incident that followed.

As we can see cultural issues can have a profound impact on supervision levels within organizations, influencing communication dynamics, power dynamics, levels of trust and respect, individual versus collective orientations, and approaches to conflict resolution. By recognizing and understanding these cultural influences, supervisors can adapt their leadership styles and supervisory practices to foster a positive safety culture that resonates with the cultural norms of their workforce, ultimately enhancing overall safety outcomes and organizational effectiveness.

Mitigating strategies may differ between different cultures but the general guidelines can be seen below.

Cultural Sensitivity Training: Providing training and education on cultural differences and their implications for safety can help employees and supervisors understand and navigate cultural diversity in the workplace.

Clear Communication: Ensuring that safety protocols and instructions are communicated clearly and effectively, taking into account language barriers and cultural differences in communication styles.

Encouraging Open Dialogue: Creating an environment where employees feel comfortable voicing safety concerns and asking questions, regardless of cultural background or hierarchy.

Promoting Inclusive Safety Culture: Fostering a safety culture that values diversity and inclusion, where all employees feel empowered to contribute to a safe working environment regardless of their cultural background.

Addressing Stigma and Fear: Implementing policies and practices that destigmatize reporting of accidents and injuries, and ensuring that employees feel safe and supported in raising safety concerns without fear of reprisal.

By addressing the misalignment between work safety and personal culture through proactive measures and inclusive practices, organizations can foster a safer and more supportive environment for all employees, regardless of their cultural backgrounds or beliefs.

In conclusion, culture plays a significant role in the safety success of an organisation from both an internal company and social worker structure. If you ignore these factors, you do so at your own peril.