Considering the Cultural Portability of Intervention MethodsDec 22, 2015
Delivering training and coaching programmes in multi-cultural environments has demonstrated that culture has a large impact on the viability of an intervention developed in one culture and its applicability and effectiveness in another, especially when considering aspects such as communications, teamwork and leadership & followership. Whilst this may appear to be common sense, making statements like "Everyone must step up to be a safety champion” is bound to fail when such actions are alien to the cultures that are being trained and coached. Even in well established environments such as aviation, failure to deliver an intervention effectively due to cultural differences can still happen. For example, Helmreich (1999) identified that
"The situation was much worse when [CRM] training from the U.S. was delivered in other nations. In many cases, the concepts presented were incongruent with the national culture of the pilots...High Power Distance cultures, such as China and many Latin American countries, stress the absolute authority of leaders. Subordinates in these cultures are reluctant to question the decisions and actions of their superiors because they do not want to show disrespect. Exhortations to junior crewmembers to be more assertive in questioning their captains may fall on deaf ears in these cultures."
This paper summarises the issues faced during a Well Operations Crew Resource Management (WOCRM) programme and was presented at the 2015 IADC Human Factors in Drilling Conference, Houston.