If You Can’t Measure It… Maybe You Shouldn’t

1. Measurement in safety: Valuable tool or misleading metric?

"One major problem is that benchmarking is usually focused on numbers that are taken out of their context."

Measurement is complex. While quantitative metrics can provide valuable insights, they often oversimplify complex safety issues. Numbers can create an illusion of objectivity and precision, leading to misguided decisions. Context is crucial when interpreting safety data.

Beware of unintended consequences. Focusing too heavily on specific metrics can lead to:

• Gaming the system
• Neglecting unmeasured aspects of safety
• Creating a false sense of security

Balanced approach is key. Use a combination of quantitative and qualitative measures to gain a more comprehensive understanding of safety performance. Consider:

• Leading and lagging indicators
• Process measures alongside outcome measures
• Narrative reports and worker feedback

2. The fallacy of "If you can't measure it, you can't manage it"

"Deming said in the 2000 edition of his book The New Economics: 'It is wrong to suppose that if you can't measure it, you can't manage it – a costly myth.'"

Not everything valuable is measurable. Many critical aspects of safety culture, such as trust, communication, and worker engagement, are difficult to quantify but essential to manage.

Qualitative insights matter. Effective safety management often relies on:

• Professional judgment
• Experience and expertise
• Understanding of complex system interactions

Avoid measurement obsession. Over-reliance on metrics can lead to:

• Neglecting important but hard-to-measure factors
• Wasting resources on data collection with little practical value
• Making decisions based on flawed or incomplete data

3. Safety is not just the absence of accidents

"Absence of accidents is not the same as the presence of safety."

Safety is proactive. True safety involves creating conditions that make accidents less likely, not just counting incidents after they occur.

Focus on positive indicators. Look for signs of a healthy safety culture:

• Near-miss reporting and investigation
• Worker participation in safety initiatives
• Proactive hazard identification and risk assessment

Safety as a dynamic property. Understand that safety emerges from:

• Ongoing processes and practices
• Adaptability to changing conditions
• Resilience in the face of unexpected events

4. The problem with outcome-based safety metrics

"Outcomes are only loosely connected to processes."

Outcomes are often random. Serious accidents are rare events influenced by many factors, making them poor indicators of overall safety performance.

Process over results. Focus on measuring and improving safety processes:

• Training effectiveness
• Equipment maintenance
• Safety procedure compliance
• Communication systems

Beware of hindsight bias. Avoid judging past actions solely based on their outcomes. Consider:

• Information available at the time
• Pressures and constraints faced by workers
• System-level factors contributing to incidents

5. Zero harm goals: Aspirational vision or unrealistic target?

"Zero builds on the premises that 'All Accidents Are Preventable'. However, not all accidents are preventable."

Zero as a vision, not a target. While striving for zero harm is admirable, treating it as a measurable goal can be counterproductive.

Unintended consequences of zero targets:

• Underreporting of incidents
• Focus on minor issues at the expense of major risks
• Demoralization when the target is inevitably missed

Realistic goal-setting. Instead of zero, focus on:

• Continuous improvement
• Specific, achievable safety objectives
• Learning from incidents and near-misses

6. The dangers of incentive schemes in safety management

"No incentive system is ever smart enough, every incentive system can be subverted by ill-intent."

Incentives can backfire. Safety bonuses or rewards tied to injury rates often lead to:

• Underreporting of incidents
• Focus on numbers rather than real safety improvements
• Short-term thinking at the expense of long-term safety culture

Intrinsic motivation matters. Foster a culture where safety is valued for its own sake, not for external rewards.

Alternative approaches:

• Recognition for proactive safety contributions
• Investing in safety improvements suggested by workers
• Celebrating learning and problem-solving, not just outcomes

7. Rethinking safety indicators: Beyond lagging metrics

"Find metrics that say something about what you do, and that help you to improve."

Leading indicators are crucial. Focus on measures that predict future performance rather than just recording past events.

Examples of leading indicators:

• Safety observations completed
• Hazards identified and addressed
• Time spent on safety training
• Employee safety perception surveys

Balance is key. Use a combination of:

• Leading and lagging indicators
• Process and outcome measures
• Quantitative and qualitative data

8. The pitfalls of benchmarking in safety

"Safety is not a competition."

Context matters. Different organizations face unique risks, making direct comparisons often meaningless or misleading.

Dangers of benchmarking:

• Focus on looking good rather than being good
• Adopting practices that don't fit your organization
• Complacency when performing "better" than others

Productive comparisons. Instead of competing, focus on:

• Learning from others' experiences and best practices
• Understanding the reasons behind performance differences
• Collaborating to improve industry-wide safety

9. Embracing complexity: Safety as an emergent property

"Safety is a complex matter that should not be dumbed down into a simple metric."

Systems thinking is essential. Safety emerges from the interactions of multiple factors within a complex system.

Key principles:

• Recognize interdependencies between different parts of the organization
• Understand that small changes can have large, unpredictable effects
• Focus on adaptability and resilience, not just rule compliance

Practical implications:

• Use diverse sources of information to assess safety
• Involve workers in identifying and solving safety issues
• Regularly reassess safety practices as conditions change

10. From numbers to narratives: The power of qualitative safety measures

"Soft measures provide us with richer information through stories and descriptions."

Stories provide context. Narrative reports can capture nuances and insights that numbers alone miss.

Benefits of qualitative measures:

• Reveal underlying causes and contributing factors
• Engage workers and promote learning
• Identify emerging risks and opportunities

Implementing narrative approaches:

• Encourage detailed incident and near-miss reports
• Conduct regular safety conversations with workers
• Use case studies to illustrate safety principles and lessons learned

Last updated: July 28, 2024