EHS - April 2026
By: Shawn M. Galloway
Most organizations do not lose their safety culture in a dramatic moment. They lose it gradually. Quietly. Through a series of small, unremarkable deviations that never triggered an alarm because none of them, individually, were alarming. That’s what makes them dangerous.
These are small cultural tears, the minor gaps between what a culture is meant to be and what it actually becomes. They aren’t incidents or policy violations; they are the quiet drift that comes before both.
The Gap Nobody Measures
Leadership creates a desired culture. They define values, establish expectations, develop systems, and invest in training. On paper, the culture appears aligned, but culture does not exist only on paper. It lives through the daily decisions people make when no one is watching. It is reflected in what gets corrected and what is quietly tolerated. It exists in the gap between what leaders say they expect and what the work environment truly reinforces. Small cultural rips form within that gap.
Procedures are shortened because they have always worked fine before. Standards get overlooked because the schedule is tight and nothing bad has happened yet. Behavior that conflicts with stated values goes unchallenged because it seemed too minor to address, and the moment passed. Each instance feels like a reasonable accommodation. A judgment call. A one-time exception, but exceptions tend to repeat.
How Deviance Becomes the Norm
Sociologist Diane Vaughan, in her analysis of organizational failure, described a process she called the normalization of deviance. What starts as an accepted exception gradually becomes standard practice. People adjust their sense of what is normal to fit their actual actions, rather than changing their behavior to meet the system's requirements.
This isn't negligence. It's human nature. It's how people interpret recurring patterns that haven't yet led to visible consequences. The issue is that the consequences don’t come on a predictable timetable. Organizations can amass cultural drift for months or even years before it shows up in an event. By then, the culture that leadership thought was in place isn't the real culture. What changed wasn't a decision. It was tolerance, and tolerance becomes cultural.
The Subculture Problem
Small cultural tears rarely begin at the organizational level. They typically originate within subcultures. A specific crew. A particular shift. A single facility operating far from corporate visibility. At the subculture level, the drift is often invisible to leadership because the metrics have not changed, the reporting looks clean, and the people involved might be high performers by every traditional measure. The deviation could be from compliance, or it could be from the intended culture. And those two things are not always the same.
This is where incongruence begins to grow. The subculture quietly develops its own norms, shortcuts, and interpretations of what the organization truly values versus what it claims to value. Over time, that gap widens. The subculture drifts further from the overall culture, and coherence diminishes without anyone intentionally changing anything. Leadership often only realizes this gap after an event forces them to see what was actually happening, rather than what they assumed was happening.
What Small Tears Signal
The most important thing to understand about small cultural tears is not the tear itself. It is the permission the unaddressed tear grants to everyone who observes or experiences it. When a deviation goes unchallenged, the signal it sends is not neutral. It communicates that the standard is negotiable, the values are aspirational rather than operational. That the gap between stated expectations and actual behavior is acceptable, at least under these circumstances. That signal travels faster and farther than most leaders realize.
People constantly observe their environment to understand what is truly expected. They pay attention to what gets corrected. They notice what gets ignored, and they adjust their own behavior accordingly. Not out of defiance, but as a rational response to the environment they work in.
What Leaders Must Do
The answer is not more rules. More procedures will not repair a cultural tear. They may, in fact, paper over it in a way that makes the underlying drift harder to detect. What will repair small cultural tears is a consistent, visible response. Leaders who notice a deviation and address it are not being rigid. They are communicating that the standard is real, that the values are operational, that the gap is not acceptable here, regardless of how small it seems. That consistency, multiplied across time, is what culture is made of.
The key question each leadership team must honestly answer is not whether small cultural tears exist in their organization. They do in every organization. The real question is whether leadership is close enough to the culture to see them, and whether they respond consistently enough to repair them before they reshape the culture.
Shawn Galloway, CEO of ProAct Safety, is an expert in safety excellence. With almost thirty years of experience, he is a highly sought-after advisor, keynote speaker, and expert witness. Shawn has become a trusted partner to leading organizations across various industries worldwide. He ranks in the top 1% of the most prolific writers in his field, having authored over 500 articles and several bestselling books. He also launched the world's first safety podcast, Safety Culture Excellence©. As a recognized authority in safety, Shawn has received awards such as being named among the Top 50 People Who Most Influence EHS and a Top 10 Speaker, among others.
He is a regular guest on Bloomberg, Fox News, The Daily Mail, Dubai One, U.S. News & World Report, Sirius Business Radio, Wharton Business Daily, and leading safety magazines and podcasts. Shawn also serves as a member of the Harvard Business Review Advisory Council, Forbes Business Council, and Fast Company Executive Board, enabling his influence to shape safety thinking and strategy at the executive level.
