Just culture’s “line in the sand” is a shifting one; an empirical investigation of culpability determination

Cromie, Sam; Bott, Franziska M.

doi:10.1016/j.ssci.2016.03.012

Cited by 18 publications

(22 citation statements)

References 30 publications

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“…Even though a decision tree can make the process transparent and offers a standard approach to look into an incident, users should be aware that the tool can still be entered in a biased state of mind. Involving a committee and negotiating concepts of culpability beforehand will decrease the likeliness of a decision to be biased (Cromie & Bott, 2016; Dekker & Nyce, 2013).…”

Section: Discussionmentioning

confidence: 99%

“…He writes that this type of justice offers the illusion of objectivity and evidence and can even be biased and used as a way to legitimize injustice (Dekker & Nyce, 2013). This advance is supported by others who suggest that culpability tools can only be employed if concepts of culpability are negotiated within an organization beforehand (Cromie & Bott, 2016;Karanikas & Chionis, 2017). More limitations with the methods of determining culpability have been highlighted by other entities.…”

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confidence: 92%

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Perceptions of Just Culture Between Pilots and Managers

Schuit¹,

Scott

2021

Aviation Psychology and Applied Human Factors

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Abstract. Airline safety can be improved when errors and incidents by aircrew are openly reported and justly investigated. Trust and functioning of the reporting system are critical for the success of a just safety culture. In this study, interviews and surveys were used to investigate the similarities and/or differences in perceptions of pilots and managers within several airlines about perceived just culture. Results indicate that decisions about culpability, the line between acceptable an unacceptable behavior, and the result of introducing more consequences are perceived differently by pilots and managers.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 92%

Perceptions of Just Culture Between Pilots and Managers

Schuit¹,

Scott

2021

Aviation Psychology and Applied Human Factors

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“…These results reveal a lack of confidence in a just culture with both demographic groups; however, this is more pronounced with the Australian participants. Some possible reasons that could be attributable to these differences include:More advanced safety culture and maturity of safety systems (Hudson, 2003);Just culture incorporated into European Union (and EASA) regulations, thus legitimizing just culture as knowledge-based law (Pellegrino, 2019; Woodlock & Hydén, 2020);More effective and focused just culture training (Cromie & Bott, 2016; Cromie et al, 2015);Highly observable management commitment to safety (EUROCONTROL, 2006; Global Aviation Information Network, 2004; Hudson, 2007; Meaney, 2004); andGreater levels of trust (Patankar et al, 2012) and/or the possibility of the effect mistrust and, by extension, paranoia about management (Bebbington et al, 2013; Kramer, 2001). …”

Section: Discussionmentioning

confidence: 99%

“…These challenges to the universal adoption of a just culture may be in part explained by its inherent ethnocentric bias (Aldrich & Kasuku, 2012; Cromie & Bott, 2016; Hudson, 2007), as a just culture is predominantly an Anglo and Western-world construct (Hudson, 2007). Confidence and trust in a just culture are likely to be influenced by the cultural and societal norms an individual is located within (Firth-Cozens, 2004).…”

Section: Discussionmentioning

confidence: 99%

The Impact of a Legally Defined Just Culture on Voluntary Reporting of Safety Information

McMurtrie

Molesworth

2021

Aviation Psychology and Applied Human Factors

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Abstract. The aim of the present study was to examine commercial pilots’ reporting behavior and confidence in their airlines’ just culture. In pursuit of this aim, 539 European-based pilots participated in the study by answering an online questionnaire. The results are compared with an earlier study comprising Australian-based pilots. The results reveal that 84% and 57% of the European and Australian pilots, respectively, trust their airlines’ just culture. When comparing reporting behaviors, it was found that 53% of the Australian pilots and 33% of the European pilots stated they had failed to report, or had under-reported, safety information in their airlines’ safety management system. A distinct difference with the aviation regulatory backdrop that the two pilot groups operate within is the legal legitimization of just culture in European law. It is unknown whether this difference influences confidence in just culture or has an effect on reporting behavior.

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“…Restorative just culture also focuses on fostering a culture in which employees dare to speak up and voice concerns, not only when errors have occurred but more generally to improve healthcare practices [ 14 ]. Whilst, as the label suggests, a just culture process is intended to promote a fair conclusion for those involved and a positive organizational culture, there is considerable controversy over whether just culture processes do in fact achieve these goals [ 15 , 16 ]. Organizational literature shows that fostering safety culture is complex and may fail to reach intended outcomes [ 17 , 18 ].…”

Section: Introductionmentioning

confidence: 99%

Fostering a just culture in healthcare organizations: experiences in practice

Baarle

Hartman

Rooijakkers

et al. 2022

BMC Health Serv Res

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Background A just culture is regarded as vital for learning from errors and fostering patient safety. Key to a just culture after incidents is a focus on learning rather than blaming. Existing research on just culture is mostly theoretical in nature. Aim This study aims to explore requirements and challenges for fostering a just culture within healthcare organizations. Methods We examined initiatives to foster the development of a just culture in five healthcare organizations in the Netherlands. Data were collected through interviews with stakeholders and observations of project group meetings in the organizations. Results According to healthcare professionals, open communication is particularly important, paying attention to different perspectives on an incident. A challenge related to open communication is how to address individual responsibility and accountability. Next, room for emotions is regarded as crucial. Emotions are related to the direct consequences of incidents, but also to the response of the outside world, including the media and the health inspectorate. Conclusions A challenge in relation to emotions is how to combine attention for emotions with focusing on facts, both within and outside the organization. Finally, healthcare professionals attach importance to commitment and exemplary behavior of management. A challenge as a manager here is how to keep distance while also showing commitment. Another challenge is how to combine openness with privacy of the parties involved, and how to deal with less nuanced views in other layers of the organization and in the outside world. Organizing reflection on the experienced tensions may help to find the right balance.

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Just culture’s “line in the sand” is a shifting one; an empirical investigation of culpability determination

Cited by 18 publications

References 30 publications

Perceptions of Just Culture Between Pilots and Managers

Perceptions of Just Culture Between Pilots and Managers

The Impact of a Legally Defined Just Culture on Voluntary Reporting of Safety Information

Fostering a just culture in healthcare organizations: experiences in practice

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