One Procedure Change Process, Two Interpretations: A Qualitative Exploration of Differences in User and Administrative Perceptions

OCCUPATIONAL APPLICATIONSStandard operating procedures (SOPs) in complex industrial settings require a process for change management which can accommodate updates and adapt to changing tasks, roles, and tools. Interviews with users and administrators of SOPs in a large petrochemical company revealed contrasting perceptions of the procedural change process. Administrators (those who write or oversee the procedures, such as at the mid-level management level or "blunt end" of the process) perceived the change process as transparent, accessible, and encouraging for users of procedures at the sharp end, whereas users themselves perceived the process to be opaque and futile. Given the critical role of effective procedures in maintaining a safe workplace, these findings have important implications for ergonomics and human factors practitioners. Considerations for designing SOP change management should include accounting for process change transparency, emphasizing the importance of employee buy-in, and effectively communicating about procedures, policies, and safety in the change management.