Changing the Electrical Safety Culture

This paper examines what it takes to improve the electrical safety culture in an organization. First, the components of a culture are examined and how any culture comes to be the norm is reviewed. Second, examples are given on how culture has already changed significantly by contrasting past and present work practices in electrical safety. Third, suggestions for concrete ways to make future improvements in electrical safety cultures are provided. A fundamental argument in this paper is that culture represents the sum total of what is commonly acceptable without examination. The culture is also driven by everyday observation and experience. In order to change the culture, there must be a redefinition of what is acceptable, followed by visible changes that everyone can experience and observe. Management owns the resulting culture, whether good or bad, because it sets standards for what behaviors are tolerable and acceptable. Therefore, the future of electrical safety will depend on how well management understands the risk and consequences of electrical work, and their responsibility in shaping and owning electrical safety policies and practices. Key elements addressed in this paper include management ownership of the electrical safety culture, busting the myth of "overcompliance," integrating cultural drivers into an overall electrical safety program, and addressing the more difficult aspects of human performance in a fair manner.