Статья 'Культура безопасности: управлять или… лучше не надо?' - журнал 'Психолог' - NotaBene.ru
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Safety Culture: To Manage…or Better Not?

Vasileva Irina Ivanovna

PhD in Psychology

associate researcher at Institute of Psychology of the Russian Academy of Sciences

117393, Russia, Moscow Region, Moscow, str. Yaroslavskaya, 13




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The article is an attempt to clarify the concepts of organizational psychology: organizational culture, safety culture, safety climate, overcoming the inherent illegibility of the humanities categories, and to reveal their functional significance. The multiplicity of simultaneously ongoing organization actions is accepted as the starting point in the argument. All kinds of actions are commonly grouped in three classes: formal, non-formal and informal. The simultaneous relevance of goals of different directions and a set of conflicts between them are considered as a closest consequence and as an important inherent feature of real production activity. The organizational management is logically determined by the need to resolve conflicts and get the nominal output. It is carried out by the chief executive officer. In each case of resolving conflict the leader sets the priorities between conflicting goals and puts thereby forward the sample for staff for solutions in similar conflict situations. Dozens of standard rules of conduct set by the leader form the organizational culture. The chief executive officer proved to be the main creator of organizational culture. The peculiarity of a particular culture is set by the stable structure of dominant objectives and corresponds to the concept of climate. Safety culture, thus, is determined as the sustaining of steady dominance of the ensuring safety objectives in all situations of conflict of simultaneously relevant objectives. It is a secondary result of chief’s style to conduct the affairs but not a business process. All attempts to neglect the real forming factors of organizational culture in management lead to the formation of quasi-functions, which cause organizational neurosis, one of the signs of which are “safety games”. All forms of organizational neurosis are destructive and preserve the preconditions of breakdowns and accidents. The examples of wrong safety problem solutions in Russian power industry are provided.

Keywords: safety leader, power energy, quasi-functions, safety games, organizational neurosis, safety climate, safety culture, organizational culture, safety motivation, management errors
This article written in Russian. You can find full text of article in Russian here .

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