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One Procedure Change Process, Two Interpretations: A Qualitative Exploration of Differences in User and

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Standard operating procedures (SOPs) require effective change management. Users and administrators have differing views on the SOP change process, impacting workplace safety and ergonomics.

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Area of Science:

  • Occupational safety and health
  • Human factors engineering
  • Industrial process management

Background:

  • Standard operating procedures (SOPs) are critical for safety in complex industrial environments.
  • Effective change management for SOPs is essential to adapt to evolving tasks, roles, and tools.
  • Discrepancies in perceptions of change management can compromise procedural integrity and safety.

Purpose of the Study:

  • To investigate the contrasting perceptions of SOP change management between administrators and users in a petrochemical setting.
  • To identify implications for ergonomics and human factors practitioners regarding SOP change processes.
  • To provide recommendations for improving SOP change management systems.

Main Methods:

  • Qualitative research methodology.
  • Semi-structured interviews with SOP administrators and end-users.
  • Analysis of perceptions regarding the transparency, accessibility, and effectiveness of the procedural change process.

Main Results:

  • Administrators perceived the SOP change process as transparent and accessible.
  • End-users perceived the SOP change process as opaque and futile.
  • A significant disconnect exists between those who manage SOPs and those who use them.

Conclusions:

  • The perceived opacity and futility of the SOP change process by users have critical implications for workplace safety.
  • Ergonomics and human factors considerations must address transparency, employee buy-in, and clear communication in SOP change management.
  • Improving SOP change management is vital for maintaining a safe and efficient industrial workplace.