Why regulators should stay away from safety culture and stick to rules instead

Trapping Safety into Rules: How Desirable or Avoidable is Proceduralization?

Volumn , Issue , 2013, Pages 225-240

  Grote, Gudela ^a   Weichbrodt, Johann ^b  

^a ETH ZURICH   (Switzerland)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84900226070     PISSN: None     EISSN: None     Source Type: Book    
DOI: None     Document Type: Chapter

References (41)

1. Amyotte, P.R., Goraya, A.U., Hendershot, D.C. and Khan, F.I. 2007. Incorporation of inherent safety principles in Process Safety Management. Process Safety Progress, 26, 333-46.
2. Baker, J. 2007. The Report of the BP US Refineries Independent Safety Review Panel.
3. Becker, M. 2005. The concept of routines: Some clarifications. Cambridge Journal of Economics, 29, 249-62.
4. Bruns, H.C. 2009. Leveraging functionality in safety routines: Examining the divergence of rules and performance. Human Relations, 62, 1399-1426.
5. Clarke, S. 1999. Perceptions of organisational safety: Implications for the development of safety culture. Journal of Organizational Behavior, 20, 185-98.
6. Cox, S.J. and Cheyne, A.J.T. 2000. Assessing safety culture in offshore environments. Safety Science, 34, 111-29.
7. Cox, S. and Flin, R. 1998. Safety culture: Philosopher's stone or man of straw? Work and Stress, 12, 189-201.
8. Feldman, M.S. and Pentland, B.T. 2003. Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48, 94-118.
9. Grote, G. 2007a. Understanding and assessing safety culture through the lens of organizational management of uncertainty. Safety Science, 45, 637-52.
10. Grote, G. 2007b. Arbeits- und Prozesssicherheit. In Handbuch der Arbeits- und Organisationspsychologie, edited by H. Schuler and K. Sonntag. Göttingen: Hogrefe, 155-62.
11. Grote, G. 2008. Rules management as source for loose coupling in high-risk systems. In Remaining Sensitive to the Possibility of Failure, edited by E. Hollnagel, C. Nemeth and S. Dekker. London: Ashgate, 91-100.
12. Grote, G. 2009. Management of Uncertainty: Theory and Application in the Design of Systems and Organizations. London: Springer.
13. Grote, G. (2012). Safety management in different high-risk domains: All the same? Safety Science, 50, 1983-1992.
14. Grote, G. and Künzler, C. (2000). Diagnosis of safety culture in safety management audits. Safety Science, 34, 131-50.
15. Grote, G., Weichbrodt, J.C., Günter, H., Zala-Mezö, E. and Künzle, B. 2009. Coordination in high-risk organizations: The need for flexible routines. Cognition, Technology & Work, 11, 17-27.
16. Guldenmund, F.W. 2000. The nature of safety culture: A review of theory and research. Safety Science, 34, 215-57.
17. Hale, A.R. and Swuste, P. 1998 Safety rules: Procedural freedom or action constraint? Safety Science, 29, 163-77.
18. Haukelid, K. 2008. Theories of (safety) culture revisited: An anthropological approach. Safety Science, 46, 413-26.
19. Hollnagel, E., Woods, D.D. and Leveson, N. 2006. Resilience Engineering: Concepts and Precepts. Aldershot, UK: Ashgate.
20. Hopkins, A. 2009. Thinking about process safety indicators. Safety Science, 47, 460-65.
21. ICAO. 2006. Safety Management Manual. http://www.icao.int
22. International Nuclear Safety Advisory Group (INSAG) 1999. Management of operational safety in nuclear power plants (INSAG-13). Vienna: International Atomic Energy Agency.
23. Keil, D. and Glockle, W. 2000. Sicherheitskultur im Wettbewerb: Erwartungen der Aufsichtsbehörde (Safety culture competition: Expectations of a regulatory authority). ATW-Internationale Zeitschrift für Kernenergie, 45, 588-92.
24. Kirwan, B., Hale, A.R. and Hopkins, A. (eds.) 2002. Changing Regulation: Controlling Hazards in Society. Oxford: Pergamon.
25. Majumdar, S.K. and Marcus, A.A. 2001. Rules versus discretion: The productivity consequences of flexible regulation. Academy of Management Journal, 44, 170-79.
26. McDonald, N., Corrigan, S., Daly C. et al. 2000. Safety management systems and safety culture in aircraft maintenance organisations. Safety Science, 34, 151-76.
27. Müller, S., Brauner, C., Grote, G. and Künzler, C. 1998. Safety Culture: A Reflection of Risk Awareness. Zurich: Swiss Re.
28. Pidgeon, N. 1998. Safety culture: Key theoretical issues. Work and Stress, 12, 202-16.
29. Pentland, B.T. and Feldman, M.S. 2005. Organizational routines as a unit of analysis. Industrial and Corporate Change, 14, 793-815.
30. Perrow, C. 1984. Normal Accidents: Living with High-Risk Technologies. New York: Basic Books.
31. Provonost, P. and Sexton, B. 2005. Assessing safety culture: Guidelines and recommendations. Quality & Safety in Health Care, 14, 231-3.
32. Reiman, T. and Norros, L. 2002. Regulatory culture: Balancing the different demands of regulatory practice in the nuclear industry. In Changing Regulation: Controlling Hazards in Society, edited by B. Kirwan, A. R. Hale and A. Hopkins. Oxford: Pergamon, 175-92.
33. Robson, L.S., Clarke, J.A., Cullen, K. et al. 2007. The effectiveness of occupational health and safety management system interventions: A systematic review. Safety Science, 45, 329-53.
34. Rollenhagen, C. 2010. Can focus on safety culture become an excuse for not rethinking design of technology? Safety Science, 48, 268-78.
35. Schein, E.H. 1992. Organizational Culture and Leadership. 2nd edn. San Francisco: Jossey-Bass.
36. Sorensen, J.N. 2002. Safety culture: A survey of the state-of-the-art. Reliability Engineering & System Safety, 76, 189-204.
37. Taylor, F.W. 1911. The Principles of Scientific Management. New York: Harper and Row.
38. Weber, M. 1947. The Theory of Social and Economic Organisation. New York: Oxford University Press.
39. Weick, K.E. 1987. Organizational culture as a source of high-reliability. California Management Review, 29, 112-27.
40. Weick, K.E., Sutcliffe, K.M. and Obstfeld, D. 1999. Organizing for high reliability: Processes of collective mindfulness. Research in Organizational Behavior, 21, 81-123.
41. Zohar, D. 1980. Safety climate in industrial organizations: Theoretical and applied implications. Journal of Applied Psychology, 65, 96-102.