Introduction
Organisational Culture and Its Relationship with Institutional Failure
Perrow defines culture in positive terms as a source of reliability, and thus does not associate culture with the negative potential of adverse outcomes. Instead, this potential is attributed to external production pressures of the outside economic system. However, the ways in which an organisation manages the two opposing goals of efficiency and safety can shed light on what is valued and tolerated within an organisation (i.e. culture), and would explain why not all those operating in the same economic conditions experience failure.If culture plays a role, as many argue it does (…), it is not the most important one, and while efforts to change the culture to one that favors high reliability operations are certainly of high priority, restricting the catastrophic potential of our enterprises is of higher priority. (…) Rather than look to national cultures, or even to cultures of companies and the workplace, we might look at plain old free-market capitalism (Perrow 1999, p. 416, original emphasis).
Safety Culture and Ethical Culture
Current Study
Method
Data Extraction and Analysis
Results
Establishing Whether a Common Set of Cultural Factors Contribute to Failure
Cultural factors | Definition | Percent of case studies |
---|---|---|
Priorities | Safety or ethics are not prioritised, often in favour of productivity or profitability | 50 (n = 37) |
Management | Inadequate management in terms of business strategy, managerial style, or auditing and checking of work | 45.95 (n = 34) |
Training and policy | Training or policy for procedure is inadequate or absent | 36.49 (n = 27) |
Listening | Warnings (verbal information or physical signs) are not heeded or employee input is excluded from decision-making | 33.78 (n = 25) |
Disbelief | It is not believed that institutional failure is possible | 28.38 (n = 21) |
Procedure | Procedure is violated | 28.38 (n = 21) |
Speaking-up | Employees do not speak-up about problems | 28.38 (n = 21) |
Problem response | The response to a warning about a problem is inadequate | 27.03 (n = 20) |
Problem acceptance | Problems are accepted | 24.32 (n = 18) |
Regulation | Regulation or independent auditing is inadequate or absent | 21.62 (n = 16) |
Resources | Resources (qualified staff, equipment, and environment) are inadequate or absent | 21.62 (n = 16) |
Teamwork | Teamwork is inhibited by hierarchy, poor communication or siloing | 21.62 (n = 16) |
Satisfaction | Morale (low/high), trust (low/high), and fatigue of workforce | 18.92 (n = 14) |
Bullying | Bullying or possibility of bullying by management or other employees | 14.86 (n = 11) |
Learning | Past incidents have not been learnt from | 14.86 (n = 11) |
Role-modelling | Unethical or unsafe behaviour is role-modelled by management | 14.86 (n = 11) |
External environment | National norms, legislation, political pressures, or public funding restrictions | 13.51 (n = 10) |
Rhetoric | Managerial rhetoric renders a problem acceptable | 13.51 (n = 10) |
Supervision | Supervision of the organisation by the board of directors is inadequate | 13.51 (n = 10) |
Homogeneity | Values or practises are widely shared by a homogenous workforce | 12.16 (n = 9) |
Planning | Planning and long-term thinking are inadequate or absent | 10.81 (n = 8) |
Speaking-up system | Lack of a system through which to speak-up about problems | 9.46 (n = 7) |
Change | Institutional change in terms of new management, privatisation, or technology | 6.76 (n = 5) |
Priorities
Management
Training and Policy
Change
Speaking-Up System and Bullying
Establishing whether Culture is Used in the Dynamic Sense of Failure Models
Establishing How Retrospective Case Studies Diverge from Survey-based Models of Safety Culture and Ethical Culture
Cultural factor | Presence in safety culture models | Presence in ethical culture models | |
---|---|---|---|
Causal factors | Change | Present | Not present |
Disbelief | Not present | Present | |
External environment | Present | Not present | |
Homogeneity | Not present | Not present | |
Management | Present | Present | |
Planning | Present | Not present | |
Priorities | Present | Present | |
Procedure | Present | Not present | |
Regulation | Present | Not present | |
Resources | Present | Present | |
Role-modelling | Not present | Present | |
Satisfaction | Present | Present | |
Supervision | Not present | Present | |
Teamwork | Present | Not present | |
Training and policy | Present | Present | |
Corrective factors | Bullying | Not present | Not present |
Learning | Present | Not present | |
Listening | Not present | Not present | |
Problem acceptance | Present | Not present | |
Problem response | Present | Not present | |
Rhetoric | Present | Present | |
Speaking-up | Present | Present | |
Speaking-up system | Present | Not present |
Cultural factor | Relationship to culture | Example |
---|---|---|
Listening | Information is not listened to because it conflicts with taken-for-granted assumptions | Strauch (2015) describes how the Federal Bureau of Investigation (FBI) for a long time took no action on information regarding possible espionage. When it finally took action, it wrongly focussed its investigation on the CIA for years. This response suggests the concept of an FBI spy was too at odds with FBI culture to accept. |
Information does not translate into action because of competing values and demands in the cultural context | Antonsen (2009b) describes how at NASA, the value placed on productivity led to the launch of the Space Shuttle Challenger despite whistle-blowers raising concerns about the effect of cold weather on the integrity of O-rings used to seal joints. | |
Bullying | Bullying deterred employees from speaking-up about organisational problems which could render an organisation’s accepted practises unacceptable (i.e. unsafe or unethical) or make failure a possibility where it had seemed impossible before | Froud et al. (2004) describe how at Enron, the value placed on the bottom-line over ethical practises led to the risk management department being bullied by management, obstructing its ability to effectively audit the company and thus bring to light the accounting fraud. |
Homogeneity | Maladaptive values and norms are widely shared by a homogenous workforce | Fallon and Cooper (2015) describe how a new CEO not only hired those who emulated his own qualities but also brought several employees with him from his previous job. |