Petri Dish of Safety Culture

If we look through a microscope at the elements of “safety”, we see things that are often hidden. We secretly know that the rules don’t matter as much as the attitude of the company and the person using them. Some pilots could logically defend the safety of departing from an airport that is nearly exceeding a tailwind limitation, or with a system not functioning properly, or flying over duty time. The reality is that the rules are simply a benchmark to form a circle of safety parameters around an organization to establish the minimum level of safety.

Because there are infinite, unimaginable variables in aviation operations, we need a large circle of safety to make choices within, and we create layers of safety because humans and machines are fallible. We blanket operations with rules so that one unanticipated hazard keeps you in the circle. It’s when multiple bad decisions build up and push you outside the circle into NTSB reports. Some companies ride the edge of the circle of safety as standard operating procedures, and even though they are still following the rules, they’re just one bad decision away from crossing the line.

With that said, there are a variety of flight operations that must ride the edge of the circle more often, but ultimately, they’re safer than others because they acknowledge the higher risks, address them specifically, mitigate peripheral risks to streamline safety decisions, and have unwavering discipline for procedural compliance.

Air ambulance operations, for example, by the nature of the operations, require less than ideal operating conditions and options, yet there are methods to operate in the center of the safety circle whereas a similar company with similar rules would be operating on the edge given the same circumstances. Why? Because if the air ambulance company uses a Safety Management System and has a better understanding and mitigation of the risks, the people within the organization, during a moment of pressure, reflexively choose a different, safer option.

The irony of safety culture is that it’s easier to identify bad behavior than it is to describe a positive safety culture. Professor Nancy Leveson of the Massachusetts Institute of Technology (MIT) summarized one of the negative safety culture behaviors often seen in the aviation industry, a Culture of Compliance.

Compliance with government regulations, especially in aviation, is often seen as safe enough. So what’s the incentive to spend the time and money on creating internal safety standards within a flight department that go beyond compliance? The rewards of safety far outweigh the investment.

Insurance companies recognize the need to train and operate above the compliance level and often enhance incentives for training by giving discounts and credits. But more than anything, working at a company with a positive safety culture creates an atmosphere of respect, which leads to deeper loyalty and job satisfaction.

Sometimes, safety decisions will not please a customer, but if leadership respects the tough decisions and stands by their employees, that professionalism will be seen by the customers you want to keep.

The core elements of an SMS program address policy, culture, risk management, safety assurance/promotion/documentation, and an Emergency Response Plan (ERP). One additional element that is visible when looking more closely at a successful SMS is the use of safety feedback to create a loop that goes all the way back to the beginning and adjusts a company’s training program.

Too often, safety reports are reactive and flow in a linear, one-way direction. The report is made, and it goes to the safety manager, but no one else at the company hears about the issue, and it’s quietly taken care of (or ignored). Even if the problem is appropriately addressed and the person filing the report is satisfied, it’s still essential that all the departments are aware of the matter because, without proper training for others, the behavior/error could recur. Mistakes are made from a lack of knowledge, so a feedback loop is an opportunity to add something proactive to your training program that can break the error chain of behavior in the future.

The anonymity element is a critical consideration in information sharing, but the rest of the company should be aware of the concerns to provide a more comprehensive solution.  Instead of a quick fix from one person, ask employees affected by the safety concern what they think the solution could be. If a theme emerges, it will be more effective to correct a root cause, rather than the superficial error of one action. With this information, you can reshape your training program to foster a deeper understanding of the issue and drive positive behavior change for everyone.

The psychology of a Safety Management System is complex, but simple actions, such as letting each department take ownership of safety and having management back it with safety promotion, are foundational to a thriving, positive safety culture.

Link to  SMS Module Info or email support@aircrewacademy.com for discount bundle pricing.

Advanced Aircrew Academy’s SMS eLearning module is designed as an introduction to and overview of the SMS concept and how an SMS can enhance safety in a flight operation. The module is organized around the four core elements of the SMS: Policy, Risk Management, Assurance, and Promotion. This training is appropriate for all flight operations personnel, not just aircrews. The SMS module can be customized to your organization and SMS. Versions of the SMS module for Safety Managers, Pilots, Flight/Cabin Attendants, Schedulers/Dispatchers, Line Service, and Admin are available. The SMS module can be used for one hour of credit towards IA Renewal.

Reference: https://psas.scripts.mit.edu/home/wp-content/uploads/2020/07/Paper-Designing-an-Effective-Safety-Management-System.pdf