There is always a gap between how we think work is being performed and how it actually performed, either because the planning was different to the reality, or that the work has changed over time, or that in the task it is necessary for the workers to adapt to get the job done. However, this does not legitimize non-compliance to the rules. Instead it leads us to look at the reality of work, and the difficult-to-see risks, where work appears to have been “successful” but actually many adaptations were made. So we ask the frontline “what is making the work difficult?” and if it is possible for them to follow the rules, so that they can explain the issues. The shift is from “follow the rules or you will be punished” to “follow the rules, and if you can’t, then speak up”. We want requirements and procedures to be “owned” by the workforce.