(52b) Ditch the Term Operational Discipline to Drive Better Culture: Why the Term Is Not Helpful and Better Options for Instilling Positive Process Safety Culture

Language matters for effective leadership and culture. And the language embedded in the term “operational discipline” is not helpful. This term is inconsistent with decades of learning on root cause analysis, systems thinking, and human factors and performance. Humans do not fail because they are not disciplined enough. Failures occur for other reasons that are baked into the management systems within which the humans are working.

For many people, the term “discipline” has a negative and punitive connotation. And the term “operational” focuses the spotlight solely on Operations. The two terms taken together may imply to some people that willful Operator error is a root cause of some failures. Failures may involve engineering design, specification, manufacturing, installation, logistics, maintenance, or many other causes which likely stem from causes embedded within those management systems. Thorough failure analysis will identify those systemic causes and follow-up corrective actions may be targeted at the upstream source or sources.

Healthy culture requires in a positive, inclusive, and curious environment that seeks to continuously learn and improve without casting blame. Even if the term “operational discipline” is not intended to place blame or point at Operators, the choice of words defeats that aspiration. When seeking to build or improve process safety culture, choose language that supports a positive, learning environment of ownership and empowerment by the workforce. And support those words with management actions and accountability.