Eduardo Blanco Profile

How to sell “complexity” theories to managers who crave “control”

Sciences (whether physics or chemistry, biology or geology, economics or psychology) made us progress from superstition to enlightenment by finding the basic inner “laws” that govern our world. Method and measurement allowed us to figure recurrent patterns and control our physical, natural and social environments. To some extent at least.

Classical linear models served us well but found their limits. Further advancement calls for new paradigms. Complexity theory has brought new understanding to the behaviour of sophisticated systems that defy yesteryear’s logic. Scientific literature is now full of references to emergent phenomena that can’t be predicted, let alone controlled, using our previous thinking and tools.

Safety science has also embraced this “new vision”. But the business world hasn’t. How can such theories be transposed to occupational health and safety management, how can we embed these concepts into OHS management, if the organizations (including many safety professionals) and their leadership do not understand them?

Risk identification and assessment, rules and supervision, awareness and training, communication and participation, monitoring and continuous improvement… let’s review some of the many areas that need us to translate new ideas into management jargon.