Risk leadership and organisational type

The anecdotal experience of new entrants in the UK offshore industry is that they are not, as a group, safer or less safe than established organisations. Similarly, the organisational arrangements that are sometimes associated with new entrants - such as the separation of ownership and operation - are not clearly less safe than more traditional arrangements. What seems to matter more is a deeper capacity to make chosen ways of organising work. This particularly involves being 'rigorous': not just developing effective safety practices but dealing with the by-products and side-effects of such practices.
An analysis of a set of accident reports, and a set of interviews carried out with HSE inspectors and staff in five offshore operators, produced a detailed account of what this kind of rigour looked like in practice. The analysis also indicated that being rigorous was an organisational practice that itself had by-products needing to be managed. So rigour needs to be seen as a continual practice of being committed to particular actions and at the same time being attentive to the consequences. Rigour of this kind points to a strong emphasis on leadership - leadership that promotes an attention to refining practice that does not seem to come naturally or easily to organisations.

Source : http://www.hse.gov.uk/research/rrhtm/rr756.htm

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