"Even when you're not feeling curious, you can act curious," says author and conflict engagement specialist
In the demanding field of occupational health and safety, conflict is inevitable. Disagreements arise from balancing safety protocols with production demands or addressing the aftermath of serious incidents.
According to Dana Caspersen, conflict engagement specialist and author of the forthcoming book Conflict Is an Opportunity: Twenty Fundamental Decisions for Navigating Difficult Times (March 2025), curiosity is a powerful tool for transforming workplace discord into constructive change.
“Conflict is this amazing place of possibility, and we are the actors in it,” Caspersen says. She emphasizes the importance of fostering a workplace culture where open discussion and problem-solving take precedence over blame.
Blame less
In health and safety work, where mistakes can have serious consequences, it is easy to focus on assigning fault. Caspersen advocates for a different approach.
“All blame does is shut down the conversation,” she explains. “It obscures the information needed to understand what happened and what needs to change. Instead of asking, ‘Whose fault is this?’ shift the focus to, ‘What happened?’”
This approach encourages organizations to analyze systemic issues rather than isolating responsibility. “We’re not ignoring that someone may have made a mistake,” she says. “But we need to explore why it happened and what systemic changes could prevent it in the future.”
This perspective aligns with current trends in safety management that prioritize learning from incidents to improve systems, rather than penalizing individuals.
Tensions with production
A recurring challenge for safety leaders is navigating conflicts with those responsible for operations and production. Caspersen notes that these tensions often arise when discussions center solely on strategies, such as enforcing specific safety regulations.
“Instead of arguing whether a regulation is necessary, focus on the intent behind it,” she suggests. “Ask, ‘What are we trying to achieve or prevent with this measure?’ This reframes the conversation to focus on shared goals, allowing for collaborative problem-solving.”
Such reframing helps build understanding and reduces resistance, particularly when safety measures are seen as burdensome by operational teams.
Managing stress and building resilience
Conflict and high-pressure situations can also lead to significant stress for health and safety professionals. Caspersen emphasizes the role of stress management techniques and mindset shifts in navigating these challenges.
“Stress often traps people in blame, defensiveness, and attack modes,” she says. “To counter this, leaders can redirect their focus to what decisions need to be made and how those decisions address the core issue.”
She also highlights practical techniques for regulating stress, such as conscious breathing. “Slow, deliberate breathing—where the exhale is longer than the inhale—helps regulate the nervous system. It’s a simple way to bring clarity during stressful moments.”
Encouraging a culture of curiosity
Caspersen emphasizes that creating a workplace culture of curiosity begins with leadership. By modeling curiosity in challenging situations, leaders can encourage employees to approach conflicts with openness and a willingness to collaborate.
“Even when you’re not feeling curious, you can act curious,” she advises. “Ask yourself, ‘What might a productive solution look like?’ This mindset helps shift attention away from blame and toward constructive outcomes.”
For health and safety leaders, fostering curiosity is a practical strategy to build trust, resolve conflicts, and improve organizational practices. When applied consistently, it can transform even the most challenging conflicts into opportunities for growth and improvement.
