Happy Land Amusement Park

Martha A. Gephart and Victoria J. Marsick
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Martha A. Gephart: Columbia University
Victoria J. Marsick: Columbia University

Chapter 4 in Strategic Organizational Learning, 2016, pp 41-57 from Springer

Abstract: Abstract The story of Happy Land Amusement Park in this chapter revolves around the organization’s learning and the changes put in place after each of two fatalities, which made it clear that the Park was not “safe,” as presumed. Safety had been managed by a set of rules that guests and employees were expected to follow, norms that worked as long as everyone followed the rules. When the rules were broken, so was the illusion of safety. Leaders put systems and practices in place during several phases after these fatalities that were based on learning they gained through new talent, outside networks, industry best practices, and experience in other organizations. Each phase built on gains from prior changes. The outcome was a changed climate, increased commitment, and an aligned organization with a strong pervasive safety culture.

Keywords: Safety Director; Personal Protective Equipment; Safety Program; Psychological Safety; Safety Committee (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-662-48642-9_4

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DOI: 10.1007/978-3-662-48642-9_4

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