This Case Study represents an ongoing commitment on the part of the United States Forest Service to improve safety culture. It focuses on the contribution of a small group of leaders and researchers who engaged in interdisciplinary research and application of theory to create active dialogues in the agency and to change the organization’s approach to accident and incident investigation. This small group of practitioners and researchers recognized that an organization’s reaction to events shapes culture and influences workers to perform in certain ways. Commonly this influence is positive. It can benefit production, collaboration, communication, mission completion, and even safety. However, it can adversely affect trust when, with perfect hindsight, we point to individual failures and label them as causal. This case study will explore three significant pathways that led to an examination of safety culture, a challenge of contemporary models of safety culture, a recognition of the importance of language, and ultimately to interventions designed to create a safer work environment; the creation of a principle-based approach is designed to increase the capacity of the organization and workforce to learn, engaging the workforce in dialogues designed to challenge existing beliefs and the creation of an agency response to accidents and incidents that focuses on context rather than blame.

中文翻译：

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自我设计的安全文化：以适应性方式创建安全文化为例

此案例研究表示美国森林服务局对改善安全文化的持续承诺。它着重于少数从事跨学科研究和理论应用的领导人和研究人员的贡献，以在机构中开展积极的对话并改变机构的事故和事件调查方法。这个由实践者和研究人员组成的小组认识到，组织对事件的反应会影响文化，并以某种方式影响员工的表现。通常，这种影响是积极的。它可以使生产，协作，沟通，任务完成甚至安全受益。但是，如果我们以完美的后见之明指出个人失败并将其标记为因果关系，则会对信任产生不利影响。本案例研究将探索三个重要途径，这些途径导致对安全文化的考察，对现代安全文化模式的挑战，对语言重要性的认识以及最终旨在创建更安全工作环境的干预措施；创建基于原则的方法旨在增强组织和员工的学习能力，让员工参与旨在挑战现有信念的对话，并创建针对事故和事件的机构应对措施，重点是背景而非责备。