to report issues as they occur, as this may have a benefit elsewhere in a way you might never imagine. A minor procedural error could be as innocuous as an out of sequence step in a system checklist, which might be quickly rectified and have no impact on that operator during that flight. However, inserted into the workflow of another operator or organisation and, when combined with other causal factors, it might be the catalyst for a major incident or accident. None of us would like to think that we would consciously allow that to happen to us or others and so the power to change this hypothetical chain of events is, quite simply, in our individual hands. It is easy to think that you will not make a difference but how will you know if you remain quiet. This is where we can take steps today, ensuring that we each live up to those ideals and embody them routinely in our normal activity. In time, they will become second nature.
Once you have established the impetus to report you must provide employees with a reporting mechanism which allows a simple, clear and efficient way to do so, together with a feedback process to ensure that those submitting reports feel engaged and valued. Organisations should encourage use the use of any reporting mechanisms your National Aviation Authority (NAA) has put in place, enhanced with additional supporting measures and openly provide feedback for all staff.
Just Culture is all about placing people in a position where they are encouraged to report issues and even rewarded for doing so. An important distinction is that this is not an ‘ amnesty’ process where staff can behave any way they choose without fear of repercussion. Management should not therefore condone all actions but if operators have acted honourably and legally and simply made a human mistake then the approach should be consistent, fair and proportionate. The simple steps for establishing a Just Culture are to:- Recognise that trust needs to be built throughout the organization at all levels Ensure the Just Culture policy is agreed at executive level ensuring buy in from all employees. Ensure the policy is fully communicated throughout the organisation on a routine basis. Ensure that, within the policy, definitions should be agreed about what is “acceptable” behaviour, and what is “not acceptable”. (Note: these will be specific to, and aligned with, values derived from national, organizational and professional cultures). Ensure that sanctions are agreed for unacceptable behaviour. Ensure that a process is established to deal with actions that might be considered to be in the “grey area”. Ensure that reporting systems linked to Just Culture policy are in place and work efficiently. Ensure that reports are followed-up and actions taken to address error-producing conditions. Ensure that the treatment of individuals who submit reports is fair and consistent. BUILDING A JUST CULTURE Forging a ‘Just Culture’ into the DNA of a UAS business and industry doesn’t happen overnight. It takes many years of promotion and emphasis ( and even a little evangelism) such that it becomes second nature to all operating within it. It is a top down process achieved through persistence, requiring strong, ethical leadership at strategic and operational level and buy in from all staff. The end goal is a virtuous circle which benefits all in the community framework of business and industry. A wise person once said that the products of a fully functioning Just Culture are the unseen activities that happen as a matter of course every day. In essence, 'what an organisation/individual does when something goes wrong and nobody is looking'. This is the real test. So the important question is: what do you or your organisation do when something goes wrong and nobody is looking?
People will not be inclined to have trust if they start feeling that the system is not working for them, but is prioritising commercial goals with no accommodation of their needs. This worsens if people feel that the system cannot be trusted and acts against their own sense of justice and their personal well-being. If the system then subsequently seeks to punish them they will start to avoid working with it, leading to suspicion and an inevitable downward spiral. A regain from this position is then very difficult to achieve.
In smaller organisations (a significant majority of the 1300 UK CAA PfAW holders have less than 5 employees) then individual integrity needs to be adopted by those in the business. We all need to have the moral courage COLUMNBREAK