I really couldn't believe this line from a grown man.
After a serious health and safety incident, figuring out why procedures and policies went out the window is essential for making changes that genuinely protect workers in the future.
One of the biggest puzzles—and often the most frustrating one—is understanding why an employee or contractor ignored a procedure, took a shortcut, or simply disregarded instructions. Great organisations invest tons of time and resources into developing procedures, training programs, and policies to keep people safe. But sometimes, even the most conscientious worker can slip up, thanks to weak company culture, team isolation, or personal factors that distract or mislead.
On-site, group norms play a huge role—they’re those unwritten "rules" that guide what’s considered okay (or not) within a team. These norms are heavily influenced by supervisors and teammates. When leaders build strong, supportive relationships with their team, they foster a culture where people feel good about doing the right thing, and safety can become second nature. But let's understand where to draw the line from a joke to when it becomes a risk hazard that then turns into an accident.
We all know I have a psychology diploma and love the theory side of behaviours. Social cognition theory helps us understand this, suggesting that people adjust their behaviours to align with what they see as acceptable in their group. Research by Röttger et al. found that the most significant influence on a front-line worker’s behaviour often comes directly from their immediate supervisor and, by extension, their workmates (Röttger et al., 2017).
The pressure to fit in with the group is real—and strong. In health and safety, this peer influence, or "peer-suasion," can be incredibly powerful. If it's channelled correctly, it can drive positive, lasting change. But left unchecked, it can lead people astray, with potentially dangerous results (Cialdini, 2021).
This article delves into the influence of peers in the workplace, drawing on the insights of Dr. Robert Cialdini. While his work is often applied to sales, the science of getting people to say “yes” is just as valuable if that “yes” is about making safe choices on the job.
Social proof is all about people following the lead of their peers, copying what others do, and mirroring their behaviour. In Influence, Robert Cialdini explains that people are driven by two core needs: the need to fit in and the desire to avoid being left out (Cialdini, 2021). One of the simplest ways to meet these needs is by aligning with the actions of those around us—especially those we consider similar to ourselves. Observing how others act provides a clear guide for what’s considered “right” behaviour (Cialdini, 2021). When an action is mirrored by people like us, it boosts our confidence in that choice, confirming its validity and showing it’s socially acceptable. In this way, people are “peer-suaded” and influenced by those they feel most closely resemble themselves.
When one employee adopts poor health and safety habits, it can quickly trigger a ripple effect throughout the organisation—especially if there are weaknesses in the workplace’s safety culture. For instance, it’s all too common to see colleagues skipping safety steps, like not maintaining three points of contact on a ladder when working at height, opting out of ear protection in noisy areas, or walking dangerously close to moving vehicles. These behaviours, small as they may seem individually, can normalise risky practices across the team.
Building on Cialdini’s research, it’s crucial for organisations to identify employees who naturally influence their peers and can serve as safety ambassadors. Leaders are to be nurtured with SSSTS, not clown school.
People are more likely to follow the lead of those they respect. By casually observing who others turn to—whether during work tasks, office conversations, or lunch breaks—it becomes clear who these informal leaders are. Once identified, health and safety teams should open up dialogue with them to understand their views on safety, workplace practices, employee attitudes, and any safety barriers. Exploring their own safety habits is also key. Meanwhile, senior management must be visibly committed to safety, showing that safe behaviour is a core company value and priority.
In conclusion, we are still all human and copying behaviour is natural. But at least if the line " He made me do it!" going to ever be said again can it at least be for positive behaviour and not after an accident?
Outsource your Health and Safety to Bennett Business Partnerships, for positive behaviour toolbox talks and reinforcement on site.
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