I'd note that financial markets driven reorganizations are antithetical to elements 1-4 and this explains how Boeing managed to have a culture of safety but los

I'd note that financial markets driven reorganizations are antithetical to elements 1-4 and this explains how Boeing managed to have a culture of safety but lose it (it's often put as MD management took but an article a bit back showed that this was part of the Boeing CEO seeing the financial writing on the wall). Uh, and that happened "under the watchful eyes" of the FAA. The opposite of 1-4 could be described as the "culture of lies, ignorance and fear". Fear is a good strategy for getting people working hard (if not always well) and lies make fear universal. Compartmentalizing information is needed to allow more and more functions to be subcontracted. If the company is extracting maximum value from it's assets this year, it has no incentive to report problems that will only appear in the future - by the time the future rolls around, the share holders have their and the shell of the remaining company can be tossed away. etc. Also, another HN commentator mentioned how eliminating a culture of lies and retaliation is once it's in place. There's never a guarantee that those revealing a problem won't be punished once regulators turn their backs. And 5 is only useful once 1-4 are in place. Otherwise, it's a culture of flexibly hiding your shit in different places. Edit: This article was on HN a while back. https://qz.com/1776080/how-the-mcdonnell-douglas-boeing-merger-led-to-the-737-max-crisis https://qz.com/1776080/how-the-mcdonnell-douglas-boeing-merg... Key quote: These decisions, made by Boeing CEO Phil Condit, were made with a close eye on the company’s bottom line ahead of a hotly anticipated commercial-jet boom. An ambitious program of cost-cutting, outsourcing, and digitalization had already begun.