Ep.4 What is the relationship between trust and safety?
Dec 8, 2019
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In this insightful discussion, a knowledgeable doctor delves into the nuanced relationship between trust and safety in the workplace. Explore how excessive trust can lead to complacency, while too much distrust fosters a toxic environment. The conversation draws on research highlighting the balance needed for effective safety practices and communication. Real-world examples, including the Boeing 737 MAX incident, illustrate the complexities of trust dynamics. Discover actionable strategies for building trust that can significantly enhance safety climates.
Trust and distrust can yield both positive and negative outcomes, requiring a balanced approach for optimal safety performance.
Effective safety management hinges on fostering open communication and promoting functional distrust to encourage accountability among workers.
Deep dives
Understanding the Complexity of Trust in Safety
The relationship between trust and safety is multifaceted and not as straightforward as commonly perceived. While trust is often viewed positively within safety culture, its implications for safety can be more complicated. For instance, high levels of worker trust in management might lead to open communication regarding safety issues, but the absence of trust, defined as neutrality, can encourage workers to verify each other’s actions, which can enhance safety. It is essential to recognize that both trust and distrust have nuanced functions; a healthy balance can lead to effective safety practices.
Functional vs. Dysfunctional Trust and Distrust
Trust and distrust are not merely opposites; they can each yield functional or dysfunctional outcomes depending on the context. For example, a moderate level of distrust can be beneficial as it fosters scrutiny and accountability among workers, whereas excessive trust may lead to complacency and oversight of critical safety measures. The exploration of these dynamics through interviews with offshore oil and gas workers demonstrated that functional distrust—marked by a recognition of human fallibility—can promote better checking behaviors, ultimately enhancing safety. Thus, a balanced approach that incorporates both trust and distrust is necessary for optimal safety performance.
The Challenge of Measuring Trust
The difficulty of effectively measuring trust is highlighted through experimental research, which revealed that trust is not a singular construct. Two distinct components, trust beliefs and trust intentions, were identified, indicating that an individual's perception of an entity and their expected behavior towards it can evolve independently. Further complicating matters, the findings suggested that eroding trust is simpler than building it; negative experiences can have a more profound impact than positive ones. Despite rigorous experimental conditions, no significant differences were found in how participants interpreted information based on trust, emphasizing the complexities surrounding this topic.
Practical Implications for Safety Management
Effective safety management requires a nuanced understanding of trust dynamics in organizational contexts. Practical strategies include promoting open communication and encouraging functional distrust to foster a culture of accountability among workers, rather than solely focusing on increasing trust. Safety practitioners should aim to define and facilitate specific relationships and interactions that contribute to both trust and effective oversight, ensuring that discussions around trust are grounded in practical implications. Additionally, enhancing communication skills and providing ongoing training can cultivate an environment where trust and accountability coexist harmoniously, leading to improved safety outcomes.
The relationship between safety and trust is harder to define than one would expect.
We use the works of one doctor to help us understand this topic.
Trust doesn’t necessarily lead to safer work environments.
However, too much distrust can lead to an unhealthy workplace.
One of the papers is about how to create trust.
Quotes:
“...It’s not as simple as ‘trust is a good thing’ and ‘distrust is a bad thing’...when we trust people too much, we take their word for things, even when we shouldn’t.”
“The happy medium...you get good communication and you get good checking behavior.
“We actually can’t really make predictions about what these findings mean in real-world organizational settings, once all of those variables become reintroduced.”
Resources:
Conchie, S. M., & Burns, C. (2008). Trust and risk communication in high‐risk organizations: A test of principles from social risk research. Risk Analysis: An International Journal, 28(1), 141-149.