𝐖𝐡𝐲 “𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐟𝐫𝐨𝐦 𝐛𝐞𝐥𝐨𝐰” 𝐦𝐚𝐭𝐭𝐞𝐫𝐬 𝐟𝐨𝐫 “𝐰𝐨𝐫𝐤𝐢𝐧𝐠 𝐬𝐚𝐟𝐞𝐥𝐲”

If you observe experienced workers in your organisation, it’s likely that they trust their own skills and judgement. They may also see some rules as unnecessary for getting the job done safely. It’s important not to step into compliance mode when this happens, because when a rule is never followed, it usually signals a misfit between the rule and real work (“work as imagined” vs. “work as done”). Non-compliance depends more often on context and goal conflicts than simply on attitude. Rules created and socially owned by workers are more realistic and more likely to be followed. Give clear intent and simple decision frameworks so workers can adapt safely without becoming “non-compliant”.

Trusting each other is a good thing, obviously. But trust and distrust can exist simultaneously. In safety management, a moderate amount of both trust and functional distrust works best. What does that mean? Well, functional distrust, like peer verification or feedback, supports working safely without attacking people.

What’s important is that 𝘦𝘷𝘦𝘳𝘺𝘰𝘯𝘦 𝘤𝘢𝘯 𝘢𝘯𝘥 𝘴𝘩𝘰𝘶𝘭𝘥 𝘭𝘦𝘢𝘥. Leadership happens not only at the top, but also from below. Niklas Luhmann called this "Unterwachung"; upward influence through everyday actions, signals and decisions that influence how organisations actually function. This means that we all should value communication and participation. But it also means we need time, authority, and systems that allow us to lead that way. Then, we can go to the work, observe, ride along, and listen to informal talk. So, organisations lead best when they’re willing to be led from below as well.

 

More information: 

Flinterman, M.H. (2025). Managing Safety in Complexity. Nes: Unter Soziologen.

Luhmann (2016). Der neue Chef. Frankfurt am Main: Suhrkamp.