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Area of Science:

  • Organizational Psychology
  • Industrial Safety
  • Sociology of Organizations

Background:

  • Contemporary safety culture studies often overlook internal divergences, power dynamics, and competing interests in maturity assessments.
  • This research integrates the analysis of controversies and divergences, acknowledging the link between safety culture and organizational power.

Purpose of the Study:

  • To demonstrate how a divergence-sensitive, multi-thematic approach using mixed methods can refine safety culture diagnostics.
  • To stimulate organizational learning by addressing internal divergences within safety culture.

Main Methods:

  • A mixed-methods intervention was conducted in an energy production company.
  • Quantitative phase: Administered an 80-item questionnaire assessing safety culture maturity across five themes.
  • Qualitative phase: Conducted discussion groups to explore quantitative divergences and adjust maturity classifications.

Main Results:

  • Recognizing divergences led to more precise safety culture maturity assessments.
  • Qualitative insights necessitated adjustments to maturity levels, highlighting limitations of purely quantitative evaluations.
  • A conceptual framework for interpreting maturity levels across five themes was developed.

Conclusions:

  • The divergence-sensitive approach effectively enhanced safety culture diagnostics and promoted internal debate.
  • Viewing divergences as opportunities for organizational learning fosters a mature safety culture.
  • This approach aids in managing uncertainty through provisional consensus and collaborative experimentation.