Just Culture

  • Helmut Kunz


The author stresses the necessity of creating a just culture in an organization, in which frontline operators and others are not punished for actions, omissions, or decisions taken by them, but in which gross negligence, willful violations, and destructive acts are not tolerated. The major prerequisites, he states, are trust and a management that walks the talk, communicates its dedication to a fair process in an open and transparent way, and makes sure that there are no inherent incentives for risk behavior. The reporting system itself must be easily accessible, and reports must be followed up expeditiously to address error-producing conditions. These have to be dealt with, even if they require changes that affect organizational processes and the corporate culture itself.


  1. Dekker, S.W.A. 2009. Just culture: Who gets to draw the line? Cognition, Technology & Work 11 (3): 177–185.CrossRefGoogle Scholar
  2. Havinga, J. 2014. Just culture: Reporting the line and accountability. Journal of Aviation Safety Management, March: 51–55.Google Scholar
  3. Reason, J. 1991. Human error: Models and management. British Medical Journal 320 (7237): 768–770.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Helmut Kunz
    • 1
  1. 1.EssenGermany

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