Comment la Curiosité, la Connexion et le Courage Façonnent une Main-d'œuvre plus Sûre 

Across Canada, Adam has seen safety culture at its best and its worst. In Alberta, open conversations about risk are common. But in some places, silence is still the norm. 
 
“I have seen workers fired for speaking up. That is still happening. Culture makes the difference between compliance and courage.” These unfortunate circumstances align with what sociologist Diane Vaughan called the Normalization of Deviance. It is the insidious process where unsafe practices gradually become accepted as normal when they don’t immediately lead to disaster. Adam has witnessed firsthand, repeated shortcuts without consequences, and organizations drift toward failure while defending these methods as best practices. Once deviant behavior feels normal, people stop questioning it. That’s when we create risks instead of managing it. 
 
His organization decided to take culture head-on by defining five core behaviors that guide every team. One of the most important things is having a questioning attitude. 
 
“If something does not look right, feel right, or sound right, speak up. And when people do, leaders must listen.” 
 
Recognition became part of the process. Successes were shared. Leaders stopped rewarding shortcuts and started rewarding diligence. 
 
“We made doing it right the win, not doing it fast.” 

This is interesting because this change reflects principles from Social Identity Theory, where workers align their behavior with the groups they identify with. Adam’s team didn’t just change rules; they shaped workers’ sense of belonging, making safety excellence part of their collective identity rather than an imposed requirement.