Re-examining high reliability: actively organising for safety

When employees make sense of discrepancies between what leaders say they want and how they act (eg, differences in declared organisational policy and informal supervisory practice), they discern the organisation's collective unconscious values, beliefs and assumptions. [...]culture is shaped th...

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Bibliographic Details
Published inBMJ quality & safety Vol. 26; no. 3; pp. 248 - 251
Main Authors Sutcliffe, Kathleen M, Paine, Lori, Pronovost, Peter J
Format Journal Article
LanguageEnglish
Published England BMJ Publishing Group LTD 01.03.2017
Subjects
Checklist - standards
Clinical Protocols - standards
Employees
Health administration
Humans
Industrial safety
Inservice Training
Integrated approach
Interpersonal Relations
Mortality
Occupational safety
Organizational Culture
Patient Safety
Reproducibility of Results
Safety Management - organization & administration
Safety Management - standards
Trust
Patient safety
Healthcare quality improvement
Management
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Summary:When employees make sense of discrepancies between what leaders say they want and how they act (eg, differences in declared organisational policy and informal supervisory practice), they discern the organisation's collective unconscious values, beliefs and assumptions. [...]culture is shaped through this ongoing social verification process. 13 16 Safety culture is a dynamic process that is continually supported, shaped and co-created daily, which makes it hard to control. [...]culture is not an infallible form of behavioural control even though it is often alleged as a primary cause of myriad organisational disasters.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
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ISSN:2044-5415
2044-5423
DOI:10.1136/bmjqs-2015-004698