Both of my regular readers would be surprised to learn of a recent retort uttered by someone who disagreed with my position. I was told, “Hey Bud! You need to fix your problem!” Says I in response, “Brother, me fixing my problem won’t fix your problem!” And that conversation reminds me of one of the greatest challenges in damage prevention, and it is believing that solving our own piece of the puzzle solves the entire puzzle.
I recognize every stakeholder has problems to solve. Facility owners work to improve mapping. One-call centers focus on processing tickets more efficiently. Locators strive to complete locates accurately and on time. Excavators invest in training crews and follow safe digging practices. Regulators strengthen enforcement. Equipment manufacturers introduce new technologies.
Each effort is valuable, but none of them by themselves will significantly reduce damage.
The underground utility system is interconnected. A breakdown anywhere in the process can lead to a damaged line, service interruption, environmental damage, injury, or even death. That means success depends not only on how well we solve our own problems, but on how well we understand, and are willing to help solve the problems of others.
A locator may improve productivity, but if an excavator cannot understand the markings or doesn’t receive timely positive response information, risk remains. An excavator may do everything right, but inaccurate utility records can still create dangerous conditions. A utility owner may invest millions in asset management, but if communication with contractors is weak, opportunities for damage prevention are lost.
Too many times I’ve watched organizations celebrate internal improvements without asking a critical question: Did our improvement make it easier for the next person in the process to succeed? If the answer is no, we’ve likely improved efficiency without improving outcomes.
Damage prevention is not just a collection of independent responsibilities. It is a chain of shared responsibilities. The strength of that chain is determined not by its strongest link, but by how well every link works together. If our long-term goals are made with short-term thinking, we may have stronger individual organizations, but the damage prevention system outcome will continue to frustrate us.
So, you’ve improved your functionality. What have you done with the connections between your improved functionalities? Every handoff creates an opportunity for either success or failure.
This is why culture matters.
We don’t move the needle until we stop asking “How do I improve my process?” and start asking “What do the stakeholders outside my organization need from me, what barriers am I unintentionally creating, and how can my success help create their success?”
The safest industries don’t simply optimize individual functions; they optimize the connections between functions. They recognize that every handoff creates an opportunity for either success or failure.
These questions shift the conversation from ownership to partnership. Let’s replace blame with curiosity, silos with communication, and individual success with collective success.
A philosophy that would transform the industry is “My job isn’t finished until I’ve helped set the next person up for success.”
Technology will continue to evolve. Regulations will change. Processes will improve. But lasting reductions in utility damage will come only when we contribute to a stronger system, not just a stronger organization.
Because in damage prevention, me fixing my problem won’t fix your problem.