{"id":6129,"date":"2025-07-09T13:48:49","date_gmt":"2025-07-09T11:48:49","guid":{"rendered":"https:\/\/www.c2dprevention.com\/?p=6129"},"modified":"2025-11-19T10:59:39","modified_gmt":"2025-11-19T09:59:39","slug":"how-can-shared-vigilance-be-developed-to-improve-safety-and-behaviour-at-work","status":"publish","type":"post","link":"https:\/\/www.c2dprevention.com\/en\/blog-en\/how-can-shared-vigilance-be-developed-to-improve-safety-and-behaviour-at-work\/","title":{"rendered":"Shared Vigilance: More than a Slogan, a Skill that is Built"},"content":{"rendered":"\t\t
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How can Shared Vigilance be developed to improve safety and behaviour at work?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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\u2018Safety is everyone's responsibility.\u2019<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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We have all heard this phrase. Yet in many companies, it remains a pipe dream. Safety is still too often perceived as the sole responsibility of the manager or the HSE department. Shared Vigilance offers a radical paradigm shift: it transforms safety into a collective skill and a mutual responsibility. It is the glue that binds a robust prevention culture together. But how do we move from this noble concept to everyday practice, embedded in behaviour? It is not enough to simply want it; it must be built methodically, by creating an environment of trust and equipping teams with the necessary tools.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Understanding the Obstacles: Why Vigilance Was Silent<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Before building, we must understand what prevents vigilance from being expressed. This is the first step in our CAP\u00ae Method<\/strong>: Understanding. The obstacles are often invisible and deeply human. Examples include the fear of coming across as a \u201cknow-it-all\u201d, the fear of upsetting a more experienced colleague, or the \u201cbystander syndrome\u201d, where everyone thinks someone else will intervene. Management that reacts negatively or ignores feedback also stifles initiative. An honest assessment of the existing culture is therefore essential in order to identify the barriers that need to be removed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Manager\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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The key role of the manager-leader in Shared Vigilance<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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Shared Vigilance is based on one non-negotiable pillar: psychological safety. It is up to the manager to establish this. During the Architect <\/strong>phase, we define a clear roadmap for management. This involves concrete actions:<\/p>

  • Valuing feedback<\/strong>: Publicly thank an employee who has reported a risk, even a minor one.<\/li>
  • Leading by example<\/strong>: Actively seek the teams’ opinions on safety issues and acknowledge your own mistakes or oversights.<\/li>
  • Creating a safe space for discussion<\/strong>: Establish rituals (5-minute safety briefings, \u2018safety moments\u2019 at the start of meetings) where talking about risks is not only allowed but encouraged.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
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    How can good safety behaviours be embedded in everyday life?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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    Once trust has been established, teams must be given the means to take action. The Production<\/strong> phase consists of deploying the tools and training that will transform intention into skill. It is not just a question of knowing what to look for, but how to say it. Workshops on assertive and compassionate communication can help people formulate constructive comments (\u2018I noticed that… Do you need help?\u2019) rather than reproaches. Anchoring this behaviour requires repetition and continuous reinforcement until \u2018looking out for others\u2019 becomes automatic, a true reflex of solidarity.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Conclusion<\/div>\t\t\t\t<\/div>\n\t\t\t\t
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    Ultimately, Shared Vigilance is the symptom of a healthy and mature safety culture. It does not arise by chance, but from a conscious and structured effort, driven by exemplary leadership. It is proof that individuals are no longer just executors of procedures, but intelligent and responsible actors in prevention. It is by becoming \u2018United through Vigilance\u2019 that teams can truly be \u2018United for Performance\u2019, transforming safety from a cost into a real competitive and human advantage.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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    Key Takeaways<\/div>\t\t\t\t<\/div>\n\t\t\t\t
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    • Safety is a collective responsibility<\/strong>, not just that of the HSE or the manager.<\/li>
    • The main obstacles:<\/strong> fear of appearing patronising, fear of offending, bystander syndrome, negative reactions from management.<\/li>
    • The manager’s role is central:<\/strong> establishing psychological safety, valuing alerts, leading by example, creating rituals (\u2018safety moments\u2019).<\/li>
    • Equip teams:<\/strong> training in constructive communication, repetition and recognition to transform intention into a reflex of solidarity.<\/li>
    • Shared Vigilance is the sign of a mature prevention culture<\/strong>, where employees become responsible actors and where safety becomes a human and competitive advantage.<\/li><\/ul>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t\t
      FAQ<\/div>\t\t\t\t<\/div>\n\t\t\t\t
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      What is Shared Vigilance?<\/strong>
      It is an approach where safety becomes a collective and mutual responsibility, rather than solely that of the manager or HSE department.<\/p>

      Why is vigilance rarely expressed?<\/strong>
      For fear of coming across as patronising, fear of upsetting a colleague, bystander syndrome (\u2018someone else will intervene\u2019) or negative reactions from management.<\/p>

      What is the manager’s role?<\/strong>
      To create a climate of psychological safety: value alerts, lead by example, acknowledge mistakes, establish rituals (briefings, \u2018safety moments\u2019).<\/p>

      How can we embed the right reflexes?<\/strong>
      By equipping teams: training in constructive communication, practical exercises, continuous recognition to transform vigilance into a reflex of solidarity.<\/p>

      What are the benefits for the company?<\/strong>
      A robust culture of prevention, more committed and responsible employees, and safety that becomes a lever for performance and competitiveness.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

      \n\t\t\t\t\t
      Sources :<\/div>\t\t\t\t<\/div>\n\t\t\t\t
      \n\t\t\t\t\t\t\t\t\t

      Code du travail, art.\u00a0<\/span>L.4121-1<\/span>\u00a0: obligation g\u00e9n\u00e9rale de s\u00e9curit\u00e9 de l\u2019employeur.<\/span><\/p>

      Code du travail, art.\u00a0<\/span>L.4122-1<\/span>\u00a0: responsabilit\u00e9 du salari\u00e9 vis-\u00e0-vis de sa propre s\u00e9curit\u00e9 et de celle d\u2019autrui.<\/span><\/p>

      Code du travail, art.\u00a0<\/span>L.4131-1<\/span>\u00a0: droit d\u2019alerte et de retrait en cas de danger grave et imminent.<\/span><\/p>

      ISO 45001:2018<\/span>, clause 5 \u201cLeadership et participation des travailleurs\u201d.<\/span><\/p>

      ISO 45001:2018<\/span>, \u00a75.4 Participation et consultation des travailleurs.<\/span><\/p>

      Amy C. Edmondson.<\/span>\u00a0<\/span>L\u2019entreprise sereine. La s\u00e9curit\u00e9 psychologique.<\/span>\u00a0Pearson, 2022. Traduction fran\u00e7aise de\u00a0<\/span>The Fearless Organization<\/span>.<\/span><\/p>

      AFNOR.<\/span>\u00a0<\/span>Management de la sant\u00e9 et de la s\u00e9curit\u00e9 selon l\u2019ISO 45001 : Les clefs pour comprendre et mettre en place.<\/span>\u00a0Guide pratique de d\u00e9ploiement, 2018.<\/span><\/p>

      Olivier Gauthey & G\u00e9rard Gibeault.<\/span>\u00a0<\/span>D\u00e9velopper une culture de s\u00e9curit\u00e9 au travail. Comment obtenir l\u2019adh\u00e9sion de tous ?<\/span>\u00a0AFNOR, 2016.<\/span><\/p>

      Dunod (collectif).<\/span>\u00a0<\/span>Gestion des risques et culture de s\u00e9curit\u00e9 : Ma\u00eetriser les facteurs humains et organisationnels.<\/span>\u00a0Dunod, 2020.<\/span><\/p>

      INRS.<\/span>\u00a0<\/span>Facteur humain et culture s\u00e9curit\u00e9.<\/span>\u00a0Dossier technique et p\u00e9dagogique, 2019.<\/span><\/p>

      B. de Montmollin (coord.).<\/span>\u00a0<\/span>Former les \u00e9quipes \u00e0 la s\u00e9curit\u00e9 et \u00e0 la performance avec le Crew Resource Management.<\/span>\u00a0\u00c9ditions Eyrolles, 2015.<\/span><\/p>

      Erik Hollnagel.<\/span>\u00a0<\/span>Safety-I et Safety-II : Le pass\u00e9 et l\u2019avenir de la gestion de la s\u00e9curit\u00e9.<\/span>\u00a0(trad. fran\u00e7aise, \u00e9ditions Techniques de l\u2019Ing\u00e9nieur, 2017).<\/span><\/p>

      Fr\u00e9d\u00e9ric Fanget & Bernard Rouchouse.<\/span>\u00a0<\/span>L\u2019affirmation de soi. Une m\u00e9thode de th\u00e9rapie.<\/span>\u00a0Odile Jacob, 2003<\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

      How can Shared Vigilance be developed to improve safety and behaviour at work? \u2018Safety is everyone’s responsibility.\u2019 We have all heard this phrase. Yet in many companies, it remains a pipe dream. Safety is still too often perceived as the sole responsibility of the manager or the HSE department. Shared Vigilance offers a radical paradigm […]<\/p>\n","protected":false},"author":7,"featured_media":6836,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"","_yoast_wpseo_title":"","_yoast_wpseo_metadesc":"","_yoast_wpseo_meta-robots-noindex":"","_yoast_wpseo_meta-robots-nofollow":"","_yoast_wpseo_opengraph-title":"","_yoast_wpseo_opengraph-description":"","_yoast_wpseo_twitter-title":"","_yoast_wpseo_twitter-description":"","inline_featured_image":false,"_yoast_wpseo_focuskw_text_input":"","footnotes":""},"categories":[50],"tags":[],"class_list":["post-6129","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-en"],"acf":[],"yoast_head":"\nShared Vigilance: More than a Slogan, a Skill that is Built - C2D Prevention<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.c2dprevention.com\/en\/blog-en\/how-can-shared-vigilance-be-developed-to-improve-safety-and-behaviour-at-work\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Shared Vigilance: More than a Slogan, a Skill that is Built - C2D Prevention\" \/>\n<meta property=\"og:description\" content=\"How can Shared Vigilance be developed to improve safety and behaviour at work? \u2018Safety is everyone’s responsibility.\u2019 We have all heard this phrase. 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