Culture change is both evolutionary and revolutionary. In the history of the safety profession, it is evolutionary, following a progression from the three Es—engineering, enforcement and education—beyond behavior-based programs to a whole-systems intervention (Figure 2). At any one plant, in its implementation, culture change can be revolutionary, completely transforming the way safety is perceived and practiced. At its best, this change is controlled by grassroots safety teams, comprised primarily of shopfloor workers invested with primary responsibility for their own well-being. Management leads by example and inspiration, rather than fiat.
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