Untangling Safety Management: From Reasonable Regulation to Bullshit Tasks

Abstract

AbstractIn this chapter, we argue that the management of values like safety and quality often leads to the creation of unnecessary tasks that interfere with the actual work being done. These tasks, referred to as “bullshit tasks”, are experienced as meaningless and time-consuming. We draw on two decades of empirical research in safety management and work practices in various industries and organizations. We highlight examples where regulations and management systems result in paperwork overload and hinder the efficiency of workers. We discuss how the sociotechnical system, including government regulations, management practices, and worker perspectives, contributes to the proliferation of bullshit tasks. We emphasize the need for a fundamental change in how regulations are made, enforced, and audited to address this issue, and suggest that organizations and managers can take steps to reduce bullshit tasks and improve the overall efficiency of work processes.