Traditionally, when we talk about safety, we think of personal protective equipment (PPE) and policies to prevent physical harm. However, there’s another important but less visible aspect of safety that’s equally essential: psychological and cultural safety. These forms of safety are critical for fostering a supportive and inclusive work environment, which in turn enhances workforce resiliency and retention. 

 

What is Psychological and Cultural Safety? 

At the recent BC Council of Forest Industries (COFI) Convention in Vancouver, Louise Bender of Mosaic Forests and Jason Krips of the Alberta Forest Products Association introduced the Forest Sector EDI (Equity, Diversity and Inclusion) Alliance, a collaborative effort to advance equity, diversity and, inclusion across Canada’s forest sector. Their presentation focused on building workforce resiliency through inclusion, highlighting the importance of psychological and cultural safety in this process. “Cultural and psychological safety is about ensuring every member of our workforce can come to work, be their authentic self, and feel safe, respected, and valued,” explained Louise, “this is the next evolution of health and safety at work.”

Louise elaborated on the practical implications of psychological safety, sharing that “if you’re out in the woods and you’re not feeling that you can be yourself or feeling uncomfortable, it could lead to fatigue or circumstances that are beyond your control, resulting in safety incidents.”

Psychological safety involves creating an environment where employees feel comfortable speaking up and expressing themselves without fear of negative consequences. This means addressing barriers such as hierarchical intimidation and cultural misunderstandings, which can prevent individuals from fully participating and contributing to the workplace. 

 

The Role of Leadership in Fostering Safety 

Leaders play a critical role in embedding psychological and cultural safety within organizational cultures. The alliance’s core practice of sharing lived experiences helps highlight these barriers that may exist across the sector and identify opportunities for appropriate supports. For instance, an employee had shared that they felt intimidated by a senior leader’s title and role, which prevented open communication for years. This underscores the need for leaders to actively work on breaking down these barriers and fostering an inclusive environment where all employees feel safe to speak up. 

Jason Krips, President and CEO at the Alberta Forest Products Association emphasized the importance of understanding and sharing the lived experiences of employees. “We’re focused on sharing stories to learn from those who faced difficulties and barriers within our industry,” he said. “By understanding these experiences and the supports individuals wished they had, we can work to address these barriers and improve our workplace environments.”

Louise emphasized that fostering psychological safety involves active listening and genuine engagement. “Executives can’t just sit in a boardroom and ask each other if the workforce feels safe to be themselves at work. They need to create channels to check in with employees and ensure they feel comfortable expressing their concerns.”

Robin McCullough, Occupational Health & Safety Coordinator at Brinkman Reforestation, and a member of the alliance, highlights the importance of continuous feedback mechanisms. Robin shared that their framework involves regular feedback sessions with employees to ensure ongoing dialogue and address any concerns promptly. “It’s important to have established channels for feedback to ensure employees feel safe to express their concerns and know that they are being heard. This two-way communication is crucial for fostering a sense of safety and trust within the organization.”

 

Practical Insights and Initiatives 

So, how can we make psychological and cultural safety a reality in the forest sector? Thanks to the insights from Bender, McCullough, and Krips, here are a few ways to get started:

1. Establish Clear Policies: Implement respectful workplace policies that explicitly address psychological safety, encouraging open dialogue and the safe expression of different perspectives.
2. Training and Relationship Building: Engage in continuous relationship-building activities and training to understand the diverse backgrounds and experiences of employees. This helps in creating a supportive environment where everyone feels valued.
3. Community Safety Facilitators: Appoint community safety facilitators who can bridge the gap between staff and management, ensuring that concerns are heard and addressed promptly.
4. Normalize Psychological Safety Discussions: Incorporating psychological safety into tailgate talks and safety briefings. Ask employees about their state of mind and if they feel safe to speak freely. Normalize these conversations to make psychological safety a standard part of workplace culture.

 

Overcoming Barriers 

Psychological and cultural safety in the forest sector can be challenged by various barriers, including historical perceptions, language differences, and cultural misunderstandings. For example, the historical perception of the industry as a male-dominated field can deter individuals from diverse backgrounds from entering or feeling comfortable in the sector. Additionally, language or cultural differences can create communication barriers and misunderstandings that may lead to feelings of exclusion and discomfort. Proactive efforts are necessary to make the sector more welcoming and diverse. This includes addressing both individual and systemic barriers through targeted initiatives and open communication. 

 

Evolving Safety Practices 

Psychological and cultural safety should be seen as the next step in the evolution of workplace safety. Just as the industry has embraced physical safety measures over the years, it is now time to incorporate psychological safety into everyday practices. Just as slips, trips and falls or other workplace hazards have become second nature to address, psychological and cultural safety practices should be a standard part of workplace health and safety. This involves regular check-ins with employees, encouraging open dialogue, and ensuring that these aspects of safety are included in the overall safety culture of the organization. 

The formation of the Forest Sector EDI Alliance, as introduced at the COFI conference by Louise Bender and Jason Krips, marks a significant step forward in promoting psychological and cultural safety. By focusing on these less visible but crucial aspects of safety, the alliance aims to make the forest sector a more inclusive and desirable place to work. This collective effort not only addresses labour needs but also enhances the overall wellbeing and productivity of the workforce. 

Through strategic leadership, practical initiatives, and a strong commitment to psychological and cultural safety, Canada’s forest sector can lead the way in creating safe and inclusive workplaces for all.