A recent article in the Journal of Health Safety Research & Practice (JHSRP) quoted the findings of some research into construction and safe design by the National Institute of Occupational Safety and Health (NIOSH). One of the NIOSH recommendations listed was that “… the trickle-down concept is appealing.” The “trickle-down concept” may be appealing in many areas of policy, practice and the advocacy of leadership but its effectiveness is questionable.
It has become a mantra of some areas of the safety professional that safety can only be improved when introduced from the top. A whole sector of safety leadership sellers has been created on this belief and an important element of the salesmanship is that good safety practices will trickle-down. This sounds logical but it is necessary to analyse this concept, a concept that originated well outside of safety management.
Trickle-down has been described as a marketing concept, which seems based, partly, on envy. Wikipedia says that, when applied to fashion,
“…this theory states that when the lowest social class, or simply a perceived lower social class, adopts the fashion, it is no longer desirable to the leaders in the highest social class.”
If this can be applied to safety leadership, it may be that by the time the leadership values reach the shopfloor workers, the leadership advocates, the executives, may be no longer interested. The transience of trickle-down should be considered when leadership is applied. How can safety change be sustained through leadership? What can keep leadership fresh and relevant? Continue reading “Is the trickling down of safety information sufficient?”