Culture, Language, and Positive Reinforcement

Increasing cultural diversity is adding a richness to the work world. Immigrants (like many non-immigrants) are often hardworking, loyal employees, however cultural diversity can present safety challenges, especially when there are language barriers. The work tasks themselves can often be taught without much language via on-the-job training. But when employees in American companies don’t speak English, safety management systems are hard to implement. Many US companies have had Spanish-speaking employees for decades and thus have translated training, SOPs, safety checklists, etc. But there are more and more organizations that have workers from many different countries who speak many different languages. Translating safety training and documents into 3, 4, 5 or more languages is a daunting task. And language barriers are just the tip of the iceberg. Cultural differences also present challenges. Many immigrants come from cultures that have very different standards of safety. We have all seen images from other countries of whole families riding on one scooter without helmets, as an example. Cultural differences combined with a strong desire to work hard to maintain their jobs can lead to risky behavior. It is important to consider what was likely reinforced on the job in workers’ countries of origin. Is it the case that getting the work done—no matter what—was heavily reinforced (most likely through negative reinforcement)? Overcoming such reinforcement histories takes more than just verbal communication. Telling people to take the time to work safely is an antecedent and cannot offset years of reinforcement for working as quickly as possible regardless of safety. While communication is important, it must be followed by feedback and reinforcement—ideally positive reinforcement for following the safety rules, stopping work when unsure, etc. 

Sometimes clients ask if positive reinforcement really works in other cultures. This question indicates a superficial understanding of reinforcement. It is like asking if the laws of gravity work in other countries. Flowery praise, a pat on the back, or public recognition may not work with people from other cultures (and frankly many people within North American culture), but make no mistake, positive reinforcement strengthens behavior in every culture. Finding culturally appropriate reinforcers is the key. Reinforcers vary greatly from person to person but are heavily influenced by culture. That said, most people, regardless of culture, want to know they are doing a good job and that they are valued. Finding personalized, one-on-one ways to do that is a good first step to effectively reinforce safety behaviors. Doing this one-on-one is important because many people and many cultures are uncomfortable with public recognition. 

If you are a supervisor or manager of people who speak other languages, start with learning how to say a few phrases like “thank you,” “I appreciate what you did,” “I’m glad you are working safely,” in that language. In addition, learn a few relevant safety behaviors such as putting on safety gloves, picking up tripping hazards, etc. Focus on the most important safe behaviors for the work they do.  A few key words that pinpoint desired behaviors and indicate you are pleased with those behaviors will go a long way to keeping people safe, regardless of culture. If possible, also learn a few key phrases that can be used when correcting at-risk behaviors to indicate why those behaviors are risky. Helpful feedback and consistent positive reinforcement for important safety behaviors are the only way to change reinforcement histories from “get it done at all cost” to “work safely first and foremost.”