Venture Partner | Strategic Advisor | Consultant | Leader | Veteran | Advocate for a better California.
John P. Cordle, Dr. Eng, Pdt (Prolific Disruptive Thinker), having served in both communities, the devil is in the details of the prevailing organizational culture. In aviation, this tool purposefully attempted to facilitate a space to admit that human factors may be present that cannot be mitigated. Mitigations were discussed amongst the crew at best, and the event was scrubbed at worst. Even still, there are ample confessions from current and former aviators who suppressed their actual IMSAFE condition to keep flying or meet organizational expectations of mission accomplishment. In the shipboard environment, the next watch was not scrubbed; instead, it went to someone who was not planning to stand the watch (extended, woken up early, inserted when not rested for it). This creates a ripple within the organizational hierarchy and among the peer network that may result in both formal and informal organizational structures exhibiting pressure to suppress and perform, ultimately negating the intent behind IMSAFE. IMSAFE is an effective tool for intentionally creating space to admit when we may not be at the top of our game, but it requires an organizational culture that supports addressing human factors without retribution.
Human Factors Engineer - Sleep Advocate - Navy League John Paul Jones Inspirational Leadership Award, USNI and SNA “Author of the Year” Awardee, Proud DEI Advocate
Culture is an important part of any organization. Every Aviator I meet knows the IMSAFE Checklist. It’s part of every pre-flight, and the crew knows that it’s OK to share that you don’t meet one of more of the criteria. Imagine a SWO culture that embraced the same approach. If I were in command today, I’d consider implementation this process for the watch standers on my ship. Thanks to #TicoValenzuela! for the idea!
