We need metaphors to make our points and principles more memorable. In safety, I don’t feel we use them nearly enough. Around 1992, I first used the term “Jelly Doughnut Principle” to make a point about hierarchical influence – top-down – by force and will. When we primarily rely upon force, and press down to move a jelly doughnut, we get a mess. Initially we had two doughnuts that could have been moved more freely, and with less resistance, if engaged horizontally, and in the same plane.
Think about when the jelly doughnut principle comes into play and is more prominent within your organizations. Is it when there is an injury and panic sets in? Could it be when you are behind in production and leaders resort to positional power rather than personal power and goodwill? Sometimes it’s a bit more subtle and insidious, but nonetheless, it’s there and so are its effects.
The outcomes of the jelly doughnut principle are fear, anger, resentment, and frustration – all of which eventually lead to increasingly larger degrees of discouragement, resistance, and broken confidence. Trust is damaged, relationships are stressed, and accidents are more likely to follow.
Before you and your leaders turn to a top-down approach to influence, think about the jelly doughnut principle and the mess it typically leaves behind. The doughnut’s not all that healthy or tasteful anyway, so whenever you can – just leave it alone.