aim of this paper is to shift the representation of coping patterns
within high risk occupations to an existential part of cultural pattern and social
structure, which characterises high reliability organisations. Drawing upon the
specific peer model of critical incident stress management (CISM), in which
qualified operational peers support colleagues who experienced critical incident
stress, the paper discusses critical incident stress management in air traffic
control. Our study revealed coping patterns that co-vary with the culture that
the CISM programme fostered within this specific high reliability organisation.
Seen as a social construct, CISM culture was found effective in the interaction
of operational staff, supervisors and the CISM programme manager. We were
able to demonstrate that social mechanisms of trust, interaction and
communication are important factors in high reliability organisations. Indeed,
we found that the CISM programme once integrated within the socio-cultural
patterns of this specific working environment enhanced not only individual
feelings of being supported but also organisational safety culture.
Keywords: coping; safety culture; critical incident stress management; CISM;
high risk occupation; high reliability organisation; socio-cultural patterns.