FROM BELIEFS TO BEHAVIOR: HOW TO BUILD A CULTURE OF SAFETY IN THE WORKPLACE

1.0 INTRODUCTION
Creating a culture of safety is crucial for any workplace. When employees feel safe and valued, they are more productive, engaged, and committed to their work. However, building a strong safety culture is not just about implementing safety procedures and policies. It requires a deeper understanding of the underlying beliefs, attitudes, and assumptions that drive employee behavior.
In this article, we will explore the concept of organizational culture and its impact on safety. We will delve into the three levels of culture outlined by Edgar Schein: artifacts and behaviors, espoused values, and underlying assumptions and beliefs. We will examine how each level of culture affects safety in the workplace and provide strategies for addressing cultural issues at all levels of the organization.
Whether you are a safety professional, a manager, or an employee, this article will provide valuable insights and actionable steps for creating a culture of safety in your workplace. So, let's dive in and learn how to build a culture of safety from beliefs to behaviors.
This articles are written in a question and answer format, in most of sections.

2.0 ORGANIZATIONAL CULTURE
2.1 Definition.
Organizational culture refers to the shared values, beliefs, behaviors, and customs that exist within an organization. It encompasses the way things are done, the attitudes of employees, and the overall atmosphere of the workplace. Essentially, organizational culture is the "personality" of a company and influences how employees interact with each other, how they approach their work, and how they view the organization's mission and goals.

2.2 Organizational Culture Models
There are several models and frameworks for understanding organizational culture. For this article we will use the model developed by Edgar Schein.
The model developed by Edgar Schein is also a popular and influential framework for understanding organizational culture. Schein's model proposes that culture is made up of three levels:

1. Artifacts and behaviors: This are the visible and tangible layer of culture, including the physical environment, the way people dress, and the rituals and routines that are part of everyday work life.
2. Espoused values: This is the second level of culture, which includes the organization's stated values, goals, and philosophies. These values are often articulated in mission statements, annual reports, and other communications.
3. Assumptions and beliefs: This are the deepest and most powerful level of culture, which includes the underlying beliefs, assumptions, and perceptions that guide behavior and decision-making. These beliefs are often unconscious and taken for granted, but they shape the organization's culture in profound ways.

Schein's model emphasizes the importance of understanding all three levels of culture to fully grasp the nature of an organization's culture. He also argues that culture is often deeply embedded and resistant to change, and that changing culture requires a deliberate and sustained effort to shift underlying assumptions and beliefs.

2.3 Attitude Vs Behavior: What Is the Difference?
Attitude and behavior are two related but distinct concepts in psychology and organizational behavior. Attitude refers to an individual's evaluation or opinion about a particular object, person, or situation. It reflects a person's beliefs, feelings, and predispositions towards that object or situation. Behavior, on the other hand, refers to the actions that a person takes in response to a particular object or situation.
In Edgar Schein's model of organizational culture, attitudes are reflected in the second level of culture, which he calls "espoused values." Espoused values represent the stated beliefs, attitudes, and goals that an organization professes to hold. These values are often articulated in mission statements, slogans, and other forms of communication, and they serve as a guide for behavior within the organization.
However, Schein also recognizes that espoused values may not always align with the deeper, underlying assumptions and beliefs that shape an organization's culture. These assumptions and beliefs are reflected in the third level of culture, which is often hidden and difficult to uncover. They may be implicit, taken for granted, and resistant to change.
Overall, the distinction between attitude and behavior is important for understanding how culture shapes individual and collective actions within an organization. By understanding the values, attitudes, and beliefs that underlie behavior, organizations can better align their culture with their goals and values and promote positive outcomes for both employees and the organization.

2.4 Belief in Level 2 And Level 3. What Is the Difference?
In Edgar Schein's model of organizational culture, beliefs are an important component of both espoused values (level 2) and assumptions and beliefs (level 3). However, there is a difference between the two in terms of their depth and pervasiveness within the organization.
Espoused values are the stated beliefs and values that an organization professes to hold, often reflected in mission statements, slogans, and other forms of communication. They are intended to guide behavior and decision-making within the organization and may reflect the organization's desired image or reputation. Espoused values are visible and can be consciously articulated by members of the organization.
Assumptions and beliefs, on the other hand, are the deeper, more fundamental beliefs that guide behavior and decision-making within the organization. They are often implicit, taken for granted, and deeply ingrained in the culture. These assumptions and beliefs are often unconscious and may not be explicitly articulated by members of the organization. They are often resistant to change and can be difficult to uncover or challenge.
Overall, while beliefs are present at both level 2 and level 3 of Schein's model, the difference lies in their depth, pervasiveness, and resistance to change. Espoused values are visible and consciously articulated, while assumptions and beliefs are often hidden and taken for granted, but nonetheless guide behavior and decision-making within the organization.

2.5 Is Attitude Shaped at The Belief In Level 2 Or Level 3 Of An Individual?
Attitudes can be shaped by beliefs at both levels 2 and 3 of an individual's culture.
At level 2, espoused values reflect the stated beliefs and values of the organization. These values can shape an individual's attitudes by providing guidance on what is considered important and desirable within the organization. For example, if an organization's espoused values emphasize innovation and creativity, employees may develop a positive attitude towards experimentation and risk-taking.
At level 3, assumptions and beliefs represent the deeper, more fundamental beliefs that guide behavior and decision-making within the organization. These beliefs can also shape an individual's attitudes by influencing how they perceive and evaluate different situations and objects. For example, if an individual has an underlying belief that authority should always be respected, they may develop a negative attitude towards challenging the decisions of their superiors.
Overall, attitudes are shaped by a complex interplay of factors, including individual experiences, personality traits, and the cultural context in which they operate. While beliefs at both level 2 and level 3 can shape attitudes, the depth and pervasiveness of beliefs at level 3 may have a greater influence on attitudes over the long term.

2.6 What Is the Impact If Espoused Value At Level Of An Organization Is Aligned With An Individual’s Personal Values?
If a value being espoused at level 2 of an organization's culture is aligned with an individual's personal values, then it can have a significant impact on their attitudes and behavior within the organization.
When an organization's espoused values align with an individual's personal values, it can create a sense of shared purpose and motivation, leading to a positive attitude towards the organization and a greater willingness to contribute to its goals. This alignment can also promote a sense of congruence and harmony between the individual and the organization, leading to greater job satisfaction and a stronger commitment to the organization.
On the other hand, if an individual's personal values conflict with an organization's espoused values, it can lead to cognitive dissonance, a feeling of discomfort or psychological stress that arises when a person holds conflicting beliefs or values. This can lead to negative attitudes towards the organization, reduced motivation and engagement, and ultimately lower performance.
Overall, the alignment between an individual's personal values and an organization's espoused values is an important factor in shaping attitudes and behavior within the organization. By understanding and promoting this alignment, organizations can create a culture that supports the well-being and engagement of their employees, leading to positive outcomes for both the individual and the organization.
 
3.0 SAFETY CULTURE
3.1 What Is Safety Culture In Relation To Edgar's Model?
Safety culture is an important aspect of organizational culture, and it can be understood in relation to Edgar Schein's model of organizational culture. Safety culture refers to the shared values, attitudes, and behaviors that shape an organization's approach to safety, including how it identifies, assesses, and manages risks and hazards.
According to Schein's model, safety culture can be understood at all three levels of organizational culture.

1. At level 1, safety culture can be reflected in the physical artifacts, such as signs, equipment, and procedures, that promote safety within the organization. These physical artifacts can shape the attitudes and behaviors of employees by reinforcing the importance of safety and providing clear guidance on how to achieve it.
2. At level 2, safety culture can be reflected in the espoused values of the organization, such as a commitment to safety as a core value or a goal of zero harm. These values can shape the attitudes and behaviors of employees by providing a clear direction for the organization's approach to safety and creating a shared sense of responsibility for safety across the organization.
3. At level 3, safety culture can be reflected in the underlying assumptions and beliefs that shape how safety is perceived and managed within the organization. These assumptions and beliefs can include the belief that safety is a shared responsibility, the perception that safety is an essential component of organizational success, or the belief that safety is an ongoing process of improvement. These underlying assumptions and beliefs can shape the attitudes and behaviors of employees by creating a culture of safety that is deeply embedded in the organization's culture and way of working.

Overall, safety culture is an important aspect of organizational culture, and it can be understood at all three levels of Schein's model. By understanding and promoting a positive safety culture, organizations can create a safer and healthier workplace for their employees, while also improving overall organizational performance.

3.2 What Are Some Specific Examples of Safety Culture at Each Level.
Some examples of safety culture at each level of Edgar Schein's model:
Level 1:
- Physical artifacts: Safety signs, safety equipment (e.g., protective gear), safety barriers, and safety procedures (e.g., emergency response plans) are all examples of physical artifacts that can promote safety within an organization.
Level 2:
- Espoused values: An organization may have an espoused value of safety as a top priority, with a commitment to ensuring the safety of employees and stakeholders. This can be demonstrated through policies and statements that prioritize safety, as well as training programs that emphasize safe practices and behaviors.
Level 3:
- Underlying assumptions and beliefs: An organization may have an underlying assumption that safety is a shared responsibility, with all employees and stakeholders playing a role in identifying and managing risks. This assumption may be reinforced by a culture of open communication and reporting, where employees are encouraged to report safety incidents and near misses without fear of reprisal.
Overall, safety culture is an essential aspect of organizational culture, and it can be shaped by a range of factors at all three levels of Schein's model. By prioritizing safety and promoting a positive safety culture, organizations can create a safer and healthier workplace for their employees, while also improving overall organizational performance.

3.3 What Are Some of The Key Issues That May Impact Safety Culture?
There are several key issues that can derail an organization's efforts to embrace safety as a value, and these can be understood in relation to Edgar Schein's three levels of culture:
Level 1:
- Physical artifacts: One key issue at this level may be a lack of investment in safety equipment, procedures, and infrastructure. This can create an unsafe working environment that is more prone to accidents and injuries.
Level 2:
- Espoused values: One key issue at this level may be a lack of commitment to safety from senior leadership, or a failure to prioritize safety in organizational policies and decision-making. This can create a culture where safety is not seen as a priority, and employees may be less likely to take safety seriously.
Level 3:
- Underlying assumptions and beliefs: One key issue at this level may be a belief that safety is not relevant to the organization's mission or goals, or a belief that taking risks is necessary for success. This can create a culture where employees are encouraged to take shortcuts or unnecessary risks, even if they may be unsafe.
Other key issues that can derail an organization's safety culture include a lack of training and education on safety practices, a lack of communication and transparency around safety incidents and near-misses, and a culture of blame and punishment rather than learning and improvement.
Overall, to promote a strong safety culture, organizations must address these key issues at all three levels of culture, and create an environment where safety is seen as a core value and a shared responsibility. This requires sustained commitment from leadership, effective communication and education programs, and a culture of continuous learning and improvement.
 
4.0 BUILDING A STRONGER SAFETY CULTURE
4.1 Change at Which Level Will It Have More Impact?
The impact of culture change will depend on the specific goals and context of the organization, as well as the nature of the changes being made. In general, however, changes at the deeper levels of culture - Level 2 (espoused values) and Level 3 (underlying assumptions and beliefs) - are likely to have a more significant and lasting impact on an organization's culture and its individuals.
This is because the values, beliefs, and assumptions that underlie an organization's culture are deeply ingrained and can be resistant to change. By challenging and shifting these underlying factors, organizations can create a more fundamental and sustainable transformation of their culture and create a more positive and productive workplace environment.
Changes at Level 1 (physical artifacts) can also play an important role in promoting culture change, particularly when it comes to safety culture. By investing in safety equipment, procedures, and infrastructure, organizations can create a safer and healthier workplace for their employees, which can in turn foster a culture of safety and well-being.
Ultimately, to maximize the impact of culture change efforts, organizations should take a holistic approach that addresses all three levels of culture. By creating a shared commitment to positive values, beliefs, and assumptions, and supporting this commitment with concrete actions and investments, organizations can create a culture that supports the well-being, productivity, and success of all its individuals.

4.2 What assumptions of senior managers may impact safety culture?
At the deepest level of culture - underlying assumptions and beliefs - there may be several assumptions held by senior management that can hinder the adoption of a strong safety culture. Here are some examples:

1. "Safety is a cost center": If senior management views safety as an expense rather than an investment, they may be reluctant to allocate sufficient resources to promote a strong safety culture. This can lead to underinvestment in safety equipment, training, and infrastructure, and can create a culture that prioritizes cost-cutting over safety.
2. "Safety is someone else's responsibility": If senior management delegates responsibility for safety to a specific department or individual, they may not fully understand the impact of their decisions on safety outcomes. This can lead to a lack of accountability and a culture where safety is not a shared responsibility across the organization.
3. "We've always done it this way": If senior management is resistant to change and innovation, they may be less open to new ideas and approaches that could improve safety outcomes. This can create a culture of complacency and resistance to change, which can impede efforts to promote a strong safety culture.
4. "Accidents only happen to careless employees": If senior management believes that accidents are caused by individual employee carelessness or incompetence, they may overlook systemic factors that contribute to safety incidents. This can create a blame culture where employees are punished for accidents rather than supported to prevent them.
5. "Our safety record is good enough": If senior management is satisfied with current safety performance, they may not see the need to invest in additional safety measures or to promote a stronger safety culture. This can create a culture of complacency and lead to missed opportunities for improvement.

It is important to note that these assumptions are not unique to senior management and may be present at all levels of an organization. Addressing these assumptions and promoting a strong safety culture requires a comprehensive and collaborative approach that involves all levels of an organization.

4.3 What Are Some of Attitude and Behaviors Can Be Observed Due To Assumptions Listed Above?
The assumptions described above can lead to negative attitudes and behaviors related to safety, such as a lack of commitment to safety, a lack of accountability, resistance to change, blame-shifting, and complacency.

4.4 How to Change the Assumptions of Senior Managers and Promote A Strong Safety Culture?
Some possible strategies and actions to address each of the assumptions held by senior management that can hinder the adoption of a strong safety culture:

1. "Safety is a cost center":
   1. Communicate the business benefits of investing in safety, such as reduced absenteeism, increased productivity, and improved employee morale.
   2. Demonstrate the long-term cost savings of investing in safety, such as lower insurance premiums and reduced legal and regulatory costs.
   3. Provide examples of organizations that have successfully integrated safety as a core value and achieved financial success as a result.
2. "Safety is someone else's responsibility":
   1. Communicate the importance of senior management engagement and participation in promoting a strong safety culture.
   2. Emphasize the role of senior managers in setting safety goals and expectations and holding themselves and others accountable for achieving these goals.
   3. Provide senior managers with the necessary resources and support to effectively manage safety, such as safety training or access to safety experts.
3. "We've always done it this way":
   1. Encourage senior managers to challenge their assumptions and embrace new ideas and approaches to safety.
   2. Foster a culture of continuous improvement by promoting safety audits, safety observation programs, and other initiatives that encourage ongoing reflection and learning.
   3. Provide opportunities for senior managers to engage with external safety experts and learn from the best practices in other organizations.
4. "Accidents only happen to careless employees":
   1. Communicate the importance of a systems approach to safety that recognizes the role of both human and organizational factors in accidents and incidents.
   2. Provide training on human factors and organizational safety to help senior managers understand the root causes of accidents and incidents.
   3. Encourage a blame-free culture that emphasizes learning from incidents rather than assigning blame to individuals.
5. "Our safety record is good enough":
   1. Emphasize the importance of a continuous improvement mindset that recognizes that safety is an ongoing process, not a one-time achievement.
   2. Conduct risk assessments to identify potential hazards and risks that may have been overlooked in the past.
   3. Set safety performance targets that challenge the organization to improve and hold senior managers accountable for meeting these targets.
   4. Engage senior managers in safety initiatives that focus on continuous improvement such as safety audits, safety inspections and safety Gemba walk.

Overall, these strategies aim to challenge senior managers' assumptions about safety and promote a stronger safety culture within the organization. It's important to note that changing assumptions is a complex process that requires ongoing effort and commitment from all stakeholders, including safety professionals, line managers, and senior management.

4.5 Assumptions Among Middle Managers, Front-Line Executives, And Supervisors
Middle managers and front-line executives and supervisors may also hold assumptions that can hinder the adoption of a strong safety culture. Here are some examples:

1. "We don't have time for safety training":
2. "Production targets are more important than safety":
3. "We can't stop the job for safety concerns":
4. "Safety rules are just suggestions":
5. "Workers should just use common sense":

To address these assumptions, organizations and safety professionals can take the following actions:

1. "We don't have time for safety training": Make safety training a priority and integrate it into regular work activities. Provide shorter, more frequent training sessions to minimize disruption to work schedules.
2. "Production targets are more important than safety": Emphasize that safety and productivity are equally important and that safe work practices can actually improve productivity in the long run. Set realistic production targets that take into account safety considerations.
3. "We can't stop the job for safety concerns": Encourage workers to speak up about safety concerns and empower them to stop work if they feel it is unsafe. Provide clear guidelines on when it is appropriate to stop work and what to do when it happens.
4. "Safety rules are just suggestions": Reinforce the importance of safety rules and make sure they are clearly communicated and consistently enforced. Provide regular reminders and refresher training on safety rules and their rationale.
5. "Workers should just use common sense": Provide clear guidance on what is expected in terms of safe work practices and explain the rationale behind them. Encourage workers to report unsafe conditions or practices and reward those who demonstrate a strong commitment to safety.

4.6 Assumptions Among Employees
Assumptions among employees that may not support a strong safety culture can also hinder an organization's efforts to prioritize safety. Here are some examples of common assumptions among employees that can hinder a strong safety culture:

1. "Safety is not my job": Employees may believe that safety is solely the responsibility of their supervisor or the safety department, and therefore may not take an active role in identifying and mitigating safety hazards.
2. "It won't happen to me": Employees may believe that accidents and injuries only happen to others, and therefore may not take adequate precautions to prevent accidents or injuries from occurring.
3. "Speed is more important than safety": Employees may prioritize speed or efficiency over safety, believing that completing a task quickly is more important than taking the necessary time to complete it safely.
4. "Safety rules are unnecessary": Employees may believe that safety rules are unnecessary or overly restrictive, and therefore may not follow them or actively work to identify and mitigate safety hazards.

To address these assumptions and promote a strong safety culture among employees, organizations can take the following actions:

1. Training and education: Provide regular training and education to employees on the importance of safety and their role in promoting a safe workplace.
2. Communication: Regularly communicate the organization's commitment to safety and the importance of following safety rules and procedures.
3. Incentives and recognition: Develop incentives and recognition programs to reward safe behavior and promote a positive safety culture.
4. Empowerment: Empower employees to take an active role in identifying and mitigating safety hazards and encouraging them to report any safety concerns or hazards they observe.
5. Lead by example: Leaders and supervisors should model safe behavior and prioritize safety in their own work.

By taking these actions, organizations can work to shift employee assumptions and promote a strong safety culture throughout the organization.

4.7 Does These Assumptions Due to Attitude and Behaviors Of Senior Managers?
The assumptions held by senior managers, middle managers, and front-line executives and supervisors are often linked to their attitudes and behaviors regarding safety. These attitudes and behaviors can be influenced by the organization's culture, including the values, beliefs, and assumptions that are shared by its members. Changing the culture of the organization to prioritize safety can help to shift the attitudes and behaviors of its members, including senior managers, middle managers, and front-line supervisors. This can help to create a more positive safety culture and reduce the likelihood of accidents and injuries in the workplace.
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4.8 How to Change the Organization Culture To Value Safety?
Changing an organization's culture to value safety requires a multi-faceted approach and sustained effort over time. Here are some strategies and actions that can be taken:

1. Leadership commitment: Senior leaders must demonstrate their commitment to safety and communicate it effectively to the organization. This includes setting safety goals, providing adequate resources, and holding themselves and others accountable for safety performance.
2. Employee engagement: Employees must be involved in safety programs and encouraged to actively participate in identifying and addressing safety hazards. This can be done through safety committees, safety training, and safety audits.
3. Risk assessment: The organization must conduct regular risk assessments to identify potential safety hazards and take steps to mitigate them. This includes regular safety inspections, hazard analyses, and safety audits.
4. Clear safety policies: The organization must have clear and well-communicated safety policies and procedures that are understood by all employees. This includes safety manuals, safety procedures, and safe work practices.
5. Continuous improvement: The organization must continuously evaluate and improve its safety performance through regular review of safety metrics, incident investigation and analysis, and ongoing training and education.
6. Incentives and recognition: The organization should develop incentives and recognition programs to encourage safe behavior and to recognize those who demonstrate a commitment to safety.
7. Embed safety in the company culture: Safety should be embedded into the company culture, so that it becomes a natural part of the organization's way of doing business. This can be done through regular safety communication, safety training, and reinforcing safe behaviors.

These strategies and actions can help to create a strong safety culture within an organization, where safety is valued and prioritized by all members.

5.0 SUMMARY
In summary, organizational culture refers to the shared values, beliefs, attitudes, and behaviors that define how an organization operates. Edgar Schein's model of organizational culture identifies three levels of culture: artifacts and behaviors, espoused values, underlying assumptions, and beliefs. To promote a strong safety culture within an organization, it is important to address cultural issues at all three levels.
Assumptions and beliefs held by senior management, middle managers, supervisors, and employees can all impact an organization's safety culture. Some common assumptions that can hinder a strong safety culture include "safety is a cost center," "safety is someone else's responsibility," and "speed is more important than safety." To address these assumptions and promote a strong safety culture, organizations can take actions such as providing regular training and education, communicating the importance of safety, developing incentives and recognition programs, empowering employees, and modeling safe behavior.
Ultimately, promoting a strong safety culture requires commitment from all levels of the organization, from senior management to frontline employees. By addressing cultural issues and promoting a shared commitment to safety, organizations can create a workplace that prioritizes the health and wellbeing of all employees.

 
 
 



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