Safety culture and power dynamics in organizations

Abstract

The Safety Culture (SC) concept is widely used in industry and scientific literature, encompassing meanings ranging from fatalistic approaches to integrated ones. Even in the more advanced approaches, fundamental questions often remain on the surface: How work conflicts and contradictions are addressed? What is the limit for safely disobeying a rule? What is the influence of power and domination relationships on the development of this culture? Ignoring these questions means overlooking the main element for understanding the subject, namely, the determinants of practices and values developed by individuals and social groups. This essay seeks to delve into the nuances present in SC, placing power dynamics in organizations at the center of the reflection. The questioning is built from an interdisciplinary perspective, mobilizing not only specific theoretical references about work human activity and safety management within current organizations but also classical references in the fields of philosophy, sociology, and psychology. We conclude by highlighting the need to bring the experience of everyday situations into the heart of the organization by reclaiming individuals’ voices with punishment-free spaces and expanding the autonomy of individuals involved in the frontlines of processes.

Keywords:
organizational culture; power; autonomy; risk management; occupational health