Do They Really Work?

Every H&S professional has been there.

• You’ve explained the risk.
• You’ve shown the data.
• You’ve walked through the logic.
• You’ve demonstrated the safer method.

And still – blank stares. Shrugs. Resistance.

• “No big deal.”
• “It’ll be fine.”
• “We’ve always done it this way.”

So sometimes, you pull out the big guns: here’s what happens when it goes wrong. And yes – scare tactics can work. But only when they’re used carefully, proportionally, and with integrity.

Why scare tactics sometimes work

Humans are wired to respond to stories, not statistics. We learn through consequences – especially vivid ones.

Sometimes workers need to:

• See the worst‑case scenario
• Understand the energy involved
• Visualise the real harm
• Recognise the fragility of “nothing has happened yet”
• Feel the seriousness of the risk

Working backwards from the worst case can be a powerful tool for identifying:

• Critical controls
• System weaknesses
• Hidden assumptions
• Realistic failure modes

It can snap people out of complacency. It can shift mindsets. It can save lives.

But – and this is the crucial part – there is a line you should never cross.

The danger of overusing fear

If everything is a catastrophe. If every job is framed as life‑or‑death. If every conversation is a horror story.

People stop listening. Fear fatigue sets in. Workers tune out. The message loses credibility. And safety becomes something people roll their eyes at.

Overusing scare tactics creates:

• Desensitisation
• Cynicism
• Distrust
• Quiet resistance
• A belief that H&S exaggerates everything

And once you lose trust, you lose influence.

Don’t catastrophise beyond what is reasonably practicable

Some consultants and leaders use fear as a control mechanism:

• “If you don’t do this, someone will die.”
• “This job is extremely dangerous.”
• “You could lose a limb doing that.”
• “You’ll go to jail if you don’t follow the rules.”

But if the risk is actually low, or the scenario is wildly unrealistic, you’re not educating – you’re manipulating.

HSWA is built on reasonably practicable thinking. That means:

• Realistic scenarios
• Realistic controls
• Realistic consequences
• Realistic expectations

Not theatrics. Not exaggeration. Not fear‑mongering.

Balance is everything

Effective risk communication requires balance:

• Look at what has actually happened – not what could happen in a Hollywood script.
• Understand the difference between low reporting and low risk – silence is not safety.
• Use real examples – not invented ones.
• Be proportional – match the message to the energy and exposure.
• Be honest – not dramatic.

Fear should clarify risk, not distort it.

Scare tactics have their place – but only as one tool among many

Used well, they can:

• Break complacency
• Highlight critical risks
• Make invisible hazards visible
• Support meaningful conversations
• Reinforce why controls matter

Used poorly, they can:

• Create panic
• Undermine trust
• Damage credibility
• Infantilise workers
• Turn safety into a joke

The goal is not to terrify people into compliance. The goal is to help them understand risk well enough to make good decisions.

The real power comes from respect, not fear

Workers don’t need to be scared into safety. They need to be:

• Informed
• Respected
• Engaged
• Listened to
• Included
• Trusted

Fear may get short‑term compliance. But respect builds long‑term culture.

So, do scare tactics work?

Yes – sometimes. But only when they’re:

• Proportionate
• Evidence‑based
• Realistic
• Used sparingly
• Balanced with logic and worker insight

Fear is a tool, not a strategy. And in NZ, where we value fairness, straight‑talking, and treating people like equals, scare tactics should never be used to control people or create blind obedience.

Use them with caution. Use them with integrity. Use them only when they serve understanding, not fear.