In Dan Petersen’s book “Safety Management – A Human Approach” published in 1975 he presented ten basic principles of safety management that should be the foundation of all safety programs. However, very few organizations’ safety programs are created using these important principles.
Every operation should review these 10 basic principles of safety and incorporate them into their organization. Take it one step at a time.
Safety Principle Number One
An unsafe act, an unsafe condition, an accident: these negative events are symptoms that something is wrong in the management system.
Frank Bird’s domino theory stated that for every 600 identified unsafe acts (near misses) on average will produce one severe/catastrophic outcome.
Safety Principle Number Two
Certain sets of circumstances can be predicted to produce severe injuries. These circumstances can be identified and controlled.
- Unusual, non-routine jobs
- Nonproductive activities
- High-energy sources
- Certain construction situations
We can attack severity directly instead of merely hoping our attack on frequency will also affect severity.
OSHA’s Focus Four have not changed in over 20 years.
- Falls
- Struck By
- Caught in Between
- Electrical equipment exposures
OSHA’s Focus Four still accounts for the majority of injuries on a jobsite.
Safety Principle Number Three
Safety should be managed like any other company function. Management should direct the safety effect by setting achievable goals, planning, organizing, and controlling to achieve them.
In Frank Bird’s Dominio Theory, published in 1966 tied a workplace injury/illness to five dominoes with management being the number one domino that fails.
Safety Principle Number Four
The key to effective line safety performance is management procedures that fix accountability.
The front-line supervisor is the key person in accident prevention. Supervisors should be trained and educated in the application of safety procedures and their responsibilities to implement them.
Safety Principle Number Five
The function of safety is to locate and define the operational errors that allow accidents to occur. This function can be carried out in two ways:
- By asking “why,” searching for root causes of accidents
- By asking whether certain known, effective controls are being utilized
Safety representatives should be educated and trained to be coaches, not cops.
Safety Principle Number Six
The cause of unsafe behavior can be identified and classified. Some of the classifications are over-load (overexertion), improper matching of a person’s capacity with a load, traps, and the worker’s decision to take a shortcut.
Each of these causes can be controlled.
B.F. Skinner, an American behaviorist, stated that behavior that is rewarded is repeated.
Safety Principle Number Seven
In most cases, unsafe behavior is normal human behavior; it is the result of normal people reacting to their environment. Management’s job is to change the environment that leads to unsafe behavior.
Changing behavior changes culture.
According to Forbes Magazine writer Ekta Vyas, Ph.D., a member of the Forbes Human Resources Council, “All change requires leadership, and culture change is primarily about changing the basic assumptions and shared beliefs of organizational members.”
Safety Principle Number Eight
There are three major subsystems that must be dealt with in building an effective safety system: the physical, the managerial, and the behavioral.
- Physical: Workers must be physically fit for duty.
- Managerial: Management must be visible with the safety message.
- Behavioral: Promote acceptable behavior and decrease unacceptable behavior.
Safety Principle Number Nine
The safety system should fit the culture of the organization.
Mixed messages from management and frontline supervisors create trust issues with workers.
Safety Principle Number Ten
There is no one right way to achieve safety in an organization; however, for a safety system to be effective, it must meet certain criteria. The system must:
- Force supervisory performance
- Involve middle management
- Have top management visibly show their commitment
- Have employee participation
- Be flexible
- Be perceived as positive
According to the Occupational Safety and Health Administration, OSHA, the idea is to begin with a basic program and simple goals and grow from there. If you focus on achieving goals, monitoring performance, and evaluating outcomes, your workplace can progress along the path to higher levels of safety and health achievement.
For a resource that supports Mr. Petersen’s Ten Principles, go to the following link: Safety Management – A safe workplace is sound business | Occupational Safety and Health Administration (osha.gov)
Be Safe!
Frequently Asked Questions
What are Dan Petersen’s Ten Principles of Safety Management?
Dan Petersen’s Ten Principles of Safety Management are foundational guidelines for building an effective workplace safety program. Introduced in Safety Management – A Human Approach (1975), these principles emphasize that accidents are symptoms of management system failures, and that leadership, accountability, and behavioral understanding are essential to preventing workplace injuries.
Why are unsafe acts and unsafe conditions considered symptoms of management failure?
Unsafe acts, unsafe conditions, and accidents often indicate deeper issues within a company’s safety management system. According to safety expert Frank Bird’s domino theory, management failures typically set off a chain of events that lead to accidents. Addressing root causes within leadership practices and operational systems helps prevent recurring safety incidents.
What is Frank Bird’s Domino Theory in workplace safety?
Frank Bird’s Domino Theory explains how workplace accidents occur through a chain reaction of contributing factors. In Bird’s model, management failures are the first “domino” that can lead to unsafe behaviors, unsafe conditions, incidents, and ultimately injuries. Removing the initial management failure helps stop the chain before accidents occur.
What are OSHA’s Focus Four hazards?
OSHA’s Focus Four hazards are the four leading causes of serious injuries and fatalities in construction:
- Falls
- Struck-by incidents
- Caught-in or caught-between hazards
- Electrical exposure
These hazards account for the majority of jobsite injuries and remain a primary focus for construction safety programs.
Why is management leadership critical to workplace safety programs?
Management leadership sets the tone for workplace safety culture. When leaders establish clear safety goals, hold supervisors accountable, and visibly support safety initiatives, employees are more likely to follow procedures and prioritize safe behavior. Without leadership involvement, safety programs often fail to produce lasting results.
How do supervisors influence workplace safety?
Front-line supervisors play a critical role in accident prevention. They are responsible for implementing safety procedures, reinforcing safe behaviors, and identifying hazards before incidents occur. Proper training and accountability for supervisors greatly improve overall safety performance on jobsites.
What role does human behavior play in workplace accidents?
Human behavior is a significant factor in many workplace incidents. According to behavioral safety research, unsafe actions often result from environmental pressures, workload demands, or perceived shortcuts. By improving the work environment and reinforcing positive behaviors, organizations can significantly reduce unsafe actions.
How can organizations change unsafe workplace behaviors?
Organizations can influence behavior by modifying the work environment, improving training, and rewarding safe actions. Behavioral psychologist B.F. Skinner emphasized that behaviors that are rewarded tend to be repeated. Reinforcing safe practices helps create long-term improvements in workplace safety culture.
What are the key components of an effective safety system?
An effective safety system must address three core elements:
- Physical factors: ensuring workers are fit for duty and equipped properly
- Managerial factors: visible leadership and clear safety expectations
- Behavioral factors: encouraging safe behaviors and discouraging unsafe actions
Balancing these elements helps organizations build sustainable safety programs.
How can companies build a strong safety culture?
Building a strong safety culture requires consistent leadership, clear communication, and employee participation. Safety systems must align with the organization’s culture, reinforce accountability, and promote trust between management and workers. Over time, these efforts help create an environment where safety becomes a shared responsibility.