AGILE METHODOLOGIES IN
OCCUPATIONAL HEALTH AND SAFETY:
SCRUM, KANBAN AND DESIGN THINKING
FOR ADAPTIVE SAFETY MANAGEMENT
METODOLOGÍAS ÁGILES EN SEGURIDAD Y SALUD
LABORAL: SCRUM, KANBAN Y DESIGN THINKING PARA
UNA GESTIÓN ADAPTATIVA DE LA SEGURIDAD
Wilman Yesid Ardila Barbosa
Universidad Nacional Abierta y a Distancia, Colombia
Hermes Ramón González Acevedo
Universidad Nacional Abierta y a Distancia, Colombia
Lorena Andrea Pérez Hernández
Universidad Nacional Abierta y a Distancia, Colombia
Herminio Pabón Trujillo
Corporación Universitaria Minuto de Dios, Colombia
Maribel Escalante Mantilla
Corporación Universitaria Minuto de Dios, Colombia
pág. 2283
DOI: https://doi.org/10.37811/cl_rcm.v10i2.23293
Agile Methodologies in Occupational Health and Safety:
Scrum, Kanban and Design Thinking for Adaptive Safety Management
Wilman Yesid Ardila Barbosa1
wilman.ardila@unad.edu.co
https://orcid.org/0000-0001-9314-2961
Universidad Nacional Abierta y a Distancia
Colombia
Hermes Ramón González Acevedo
hermes.gonzalez@unad.edu.co
https://orcid.org/0000-0002-7741-5656
Universidad Nacional Abierta y a Distancia
Colombia
Lorena Andrea Pérez Hernández
lorena.perez@unad.edu.co
https://orcid.org/0009-0001-9211-4915
Universidad Nacional Abierta y a Distancia
Colombia
Herminio Pabón Trujillo
herminio.pabon.t@uniminuto.edu
https://orcid.org/0000-0001-5636-4813
Corporación Universitaria
Minuto de Dios - Cúcuta
Colombia
Maribel Escalante Mantilla
maribel.escalante@uniminuto.edu
https://orcid.org/0009-0004-1362-5891
Corporación Universitaria
Minuto de Dios - Cúcuta
Colombia
ABSTRACT
Agile methodologies particularly Scrum, Kanban, and Design Thinking, have expanded beyond
software engineering and are increasingly discussed as management approaches for occupational health
and safety (OHS). These approaches emphasize adaptability, iterative learning, and collaborative
problem solving, which are critical in complex and dynamic work environments. This reflection article
examines how agile frameworks may contribute to the evolution of conventional OHS management
from predominantly compliance driven models toward more adaptive, participatory, and innovation-
oriented practices. Based on a conceptual analysis of the literature, the paper discusses the potential of
agile methodologies to strengthen organizational safety culture, enhance risk management processes,
and accelerate the development of worker centered safety solutions. It also addresses barriers to
implementation, including regulatory constraints, organizational resistance, and limited training in agile
thinking among OHS professionals. The article argues that integrating agile principles into OHS
management systems may support proactive prevention, stakeholder engagement, and continuous
improvement in safety outcomes.
Keywords: occupational health and safety; agile; scrum; kanban; design thinking.
1 Autor principal
Correspondencia: wilman.ardila@unad.edu.co
DOI: https://doi.org/10.37811/cl_rcm.v10i2.23293
Agile Methodologies in Occupational Health and Safety:
Scrum, Kanban and Design Thinking for Adaptive Safety Management
Wilman Yesid Ardila Barbosa1
wilman.ardila@unad.edu.co
https://orcid.org/0000-0001-9314-2961
Universidad Nacional Abierta y a Distancia
Colombia
Hermes Ramón González Acevedo
hermes.gonzalez@unad.edu.co
https://orcid.org/0000-0002-7741-5656
Universidad Nacional Abierta y a Distancia
Colombia
Lorena Andrea Pérez Hernández
lorena.perez@unad.edu.co
https://orcid.org/0009-0001-9211-4915
Universidad Nacional Abierta y a Distancia
Colombia
Herminio Pabón Trujillo
herminio.pabon.t@uniminuto.edu
https://orcid.org/0000-0001-5636-4813
Corporación Universitaria
Minuto de Dios - Cúcuta
Colombia
Maribel Escalante Mantilla
maribel.escalante@uniminuto.edu
https://orcid.org/0009-0004-1362-5891
Corporación Universitaria
Minuto de Dios - Cúcuta
Colombia
ABSTRACT
Agile methodologies particularly Scrum, Kanban, and Design Thinking, have expanded beyond
software engineering and are increasingly discussed as management approaches for occupational health
and safety (OHS). These approaches emphasize adaptability, iterative learning, and collaborative
problem solving, which are critical in complex and dynamic work environments. This reflection article
examines how agile frameworks may contribute to the evolution of conventional OHS management
from predominantly compliance driven models toward more adaptive, participatory, and innovation-
oriented practices. Based on a conceptual analysis of the literature, the paper discusses the potential of
agile methodologies to strengthen organizational safety culture, enhance risk management processes,
and accelerate the development of worker centered safety solutions. It also addresses barriers to
implementation, including regulatory constraints, organizational resistance, and limited training in agile
thinking among OHS professionals. The article argues that integrating agile principles into OHS
management systems may support proactive prevention, stakeholder engagement, and continuous
improvement in safety outcomes.
Keywords: occupational health and safety; agile; scrum; kanban; design thinking.
1 Autor principal
Correspondencia: wilman.ardila@unad.edu.co
pág. 2284
Metodologías Ágiles en Seguridad y Salud Laboral: Scrum, Kanban y
Design Thinking para una Gestión Adaptativa de la Seguridad
RESUMEN
Las metodologías ágiles, particularmente Scrum, Kanban y Design Thinking, han superado el ámbito
del desarrollo de software y hoy se analizan como enfoques de gestión aplicables a la seguridad y salud
en el trabajo. Este artículo de reflexión examina cómo estos marcos pueden contribuir a la evolución de
los sistemas tradicionales de gestión de la seguridad, desde modelos centrados en el cumplimiento hacia
enfoques más adaptativos, participativos e innovadores. Con base en una revisión conceptual de
literatura científica y técnica, se analizan sus aportes para fortalecer la cultura de seguridad, mejorar la
gestión del riesgo y promover soluciones preventivas centradas en los trabajadores. Asimismo, se
discuten barreras de implementación como las restricciones regulatorias, la resistencia organizacional
al cambio y la necesidad de desarrollar competencias profesionales en enfoques ágiles. Se concluye que
la integración de principios ágiles en la gestión de SST puede favorecer la prevención proactiva, la
participación de los actores organizacionales y la mejora continua del desempeño en seguridad.
Palabras clave: seguridad y salud en el trabajo; metodologías ágiles; Scrum; Kanban; Design Thinking.
Artículo recibido 28 febrero 2026
Aceptado para publicación: 28 marzo 2026
Metodologías Ágiles en Seguridad y Salud Laboral: Scrum, Kanban y
Design Thinking para una Gestión Adaptativa de la Seguridad
RESUMEN
Las metodologías ágiles, particularmente Scrum, Kanban y Design Thinking, han superado el ámbito
del desarrollo de software y hoy se analizan como enfoques de gestión aplicables a la seguridad y salud
en el trabajo. Este artículo de reflexión examina cómo estos marcos pueden contribuir a la evolución de
los sistemas tradicionales de gestión de la seguridad, desde modelos centrados en el cumplimiento hacia
enfoques más adaptativos, participativos e innovadores. Con base en una revisión conceptual de
literatura científica y técnica, se analizan sus aportes para fortalecer la cultura de seguridad, mejorar la
gestión del riesgo y promover soluciones preventivas centradas en los trabajadores. Asimismo, se
discuten barreras de implementación como las restricciones regulatorias, la resistencia organizacional
al cambio y la necesidad de desarrollar competencias profesionales en enfoques ágiles. Se concluye que
la integración de principios ágiles en la gestión de SST puede favorecer la prevención proactiva, la
participación de los actores organizacionales y la mejora continua del desempeño en seguridad.
Palabras clave: seguridad y salud en el trabajo; metodologías ágiles; Scrum; Kanban; Design Thinking.
Artículo recibido 28 febrero 2026
Aceptado para publicación: 28 marzo 2026
pág. 2285
INTRODUCTION
Agile methodologies have gained considerable attention as organizations seek more adaptive and
collaborative approaches for managing complex projects and operational challenges. Originating in
software development, frameworks such as Scrum and Kanban emphasize iterative delivery,
transparency, and responsiveness to change, while Design Thinking contributes human centered inquiry
and rapid prototyping to address ambiguous problems (General Digital, 2023; KVY Technology, 2023).
In occupational health and safety (OHS), management practices have traditionally relied on structured
and compliance oriented approaches, frequently centered on regulatory adherence, audits, and incident
investigation. While these components remain necessary, contemporary workplaces face accelerating
technological change, reconfigured work arrangements, and emerging psychosocial risks, which
demand more adaptive management capabilities and stronger participation mechanisms to sustain
prevention and worker well-being (Denning, 2016; International Journal of Environmental Research
and Public Health, 2016).
Agile methodologies offer a potentially useful lens to respond to these demands. Their emphasis on
collaboration, feedback loops, and continuous improvement aligns with modern safety management
principles particularly those associated with proactive risk identification, learning oriented prevention,
and timely adaptation to changing conditions (SafetyCulture, 2023; Atlassian, 2024). In addition,
Design Thinking has been proposed as a complementary approach for occupational safety innovation,
because it prioritizes empathy with workers’ experiences, reframes safety problems as design
challenges, and encourages iterative solution development with stakeholder involvement (Altron
HealthTech, 2022; ERM, 2022).
From this perspective, integrating agile methodologies into OHS management may contribute to
strengthening organizational safety culture, improving decision making, and fostering more responsive
and resilient safety systems. However, adoption is not automatic: cultural resistance, constraints
imposed by regulatory environments, and gaps in professional competencies can limit implementation
highlighting the need for intentional capability-building and organizational alignment (Chartered
Institute of Ergonomics and Human Factors, 2019; Rasmussen et al., 2018).
INTRODUCTION
Agile methodologies have gained considerable attention as organizations seek more adaptive and
collaborative approaches for managing complex projects and operational challenges. Originating in
software development, frameworks such as Scrum and Kanban emphasize iterative delivery,
transparency, and responsiveness to change, while Design Thinking contributes human centered inquiry
and rapid prototyping to address ambiguous problems (General Digital, 2023; KVY Technology, 2023).
In occupational health and safety (OHS), management practices have traditionally relied on structured
and compliance oriented approaches, frequently centered on regulatory adherence, audits, and incident
investigation. While these components remain necessary, contemporary workplaces face accelerating
technological change, reconfigured work arrangements, and emerging psychosocial risks, which
demand more adaptive management capabilities and stronger participation mechanisms to sustain
prevention and worker well-being (Denning, 2016; International Journal of Environmental Research
and Public Health, 2016).
Agile methodologies offer a potentially useful lens to respond to these demands. Their emphasis on
collaboration, feedback loops, and continuous improvement aligns with modern safety management
principles particularly those associated with proactive risk identification, learning oriented prevention,
and timely adaptation to changing conditions (SafetyCulture, 2023; Atlassian, 2024). In addition,
Design Thinking has been proposed as a complementary approach for occupational safety innovation,
because it prioritizes empathy with workers’ experiences, reframes safety problems as design
challenges, and encourages iterative solution development with stakeholder involvement (Altron
HealthTech, 2022; ERM, 2022).
From this perspective, integrating agile methodologies into OHS management may contribute to
strengthening organizational safety culture, improving decision making, and fostering more responsive
and resilient safety systems. However, adoption is not automatic: cultural resistance, constraints
imposed by regulatory environments, and gaps in professional competencies can limit implementation
highlighting the need for intentional capability-building and organizational alignment (Chartered
Institute of Ergonomics and Human Factors, 2019; Rasmussen et al., 2018).
pág. 2286
Accordingly, this reflection article analyzes the theoretical foundations and practical implications of
applying Scrum, Kanban, and Design Thinking in OHS management. It explores how these approaches
can support safety innovation, enhance risk management, and promote worker centered, continuously
improving safety systems.
METHODOLOGY
This study follows a qualitative reflective approach based on documentary analysis of scientific and
technical literature related to Agile methodologies and occupational health and safety (OHS). The
article was conceived as a reflection paper aimed at examining the conceptual contributions of Scrum,
Kanban, and Design Thinking, as well as their potential applicability to contemporary safety
management systems.
The review process considered peer-reviewed articles, technical reports, institutional publications, and
specialized professional sources addressing Agile management practices, safety culture, organizational
learning, human-centered design, and innovation in occupational risk prevention. The selection of
sources responded to their relevance for understanding how Agile principles can be translated into
safety-critical organizational settings.
The analysis was organized through thematic categories that guided the reflective synthesis of the
evidence. These categories included: foundations of Agile methodologies, applications of Scrum,
Kanban, and Design Thinking in OHS, comparative contributions of Agile frameworks, benefits for
safety management, implementation barriers, training needs, organizational culture, and future trends.
This methodological approach allowed the development of an integrative discussion centered on the
opportunities, limitations, and implications of Agile methodologies for adaptive safety management.
RESULTS AND DISCUSSION
Overview of Agile Methodologies
Agile methodologies constitute a set of management principles and practices that prioritize adaptability,
collaboration, and iterative value creation in complex organizational environments. Initially developed
within the software engineering sector to address rapidly changing requirements and uncertainty in
project development, Agile approaches have progressively expanded to other fields, including
Accordingly, this reflection article analyzes the theoretical foundations and practical implications of
applying Scrum, Kanban, and Design Thinking in OHS management. It explores how these approaches
can support safety innovation, enhance risk management, and promote worker centered, continuously
improving safety systems.
METHODOLOGY
This study follows a qualitative reflective approach based on documentary analysis of scientific and
technical literature related to Agile methodologies and occupational health and safety (OHS). The
article was conceived as a reflection paper aimed at examining the conceptual contributions of Scrum,
Kanban, and Design Thinking, as well as their potential applicability to contemporary safety
management systems.
The review process considered peer-reviewed articles, technical reports, institutional publications, and
specialized professional sources addressing Agile management practices, safety culture, organizational
learning, human-centered design, and innovation in occupational risk prevention. The selection of
sources responded to their relevance for understanding how Agile principles can be translated into
safety-critical organizational settings.
The analysis was organized through thematic categories that guided the reflective synthesis of the
evidence. These categories included: foundations of Agile methodologies, applications of Scrum,
Kanban, and Design Thinking in OHS, comparative contributions of Agile frameworks, benefits for
safety management, implementation barriers, training needs, organizational culture, and future trends.
This methodological approach allowed the development of an integrative discussion centered on the
opportunities, limitations, and implications of Agile methodologies for adaptive safety management.
RESULTS AND DISCUSSION
Overview of Agile Methodologies
Agile methodologies constitute a set of management principles and practices that prioritize adaptability,
collaboration, and iterative value creation in complex organizational environments. Initially developed
within the software engineering sector to address rapidly changing requirements and uncertainty in
project development, Agile approaches have progressively expanded to other fields, including
pág. 2287
healthcare, organizational management, and occupational health and safety (OHS) (General Digital,
2023; KVY Technology, 2023).
At their conceptual core, Agile methodologies emphasize continuous improvement, rapid feedback
cycles, stakeholder participation, and incremental delivery of solutions. Rather than relying on rigid
planning structures, Agile frameworks promote adaptive planning processes that allow teams to respond
dynamically to emerging challenges and evolving needs. This characteristic is particularly relevant in
OHS management, where workplace risks are constantly influenced by technological changes,
organizational transformations, and evolving regulatory contexts (Teebi, 2023; IEEE, 2020).
Agile management is also grounded in the principle of cross functional collaboration, whiche ncourages
multidisciplinary teams to work collectively toward shared objectives. In occupational safety contexts,
this collaborative orientation can facilitate stronger integration between safety professionals,
operational managers, engineers, and workers themselves. Such integration is essential for addressing
complex workplace hazards that require technical, organizational, and behavioral interventions
(Codecool Business, 2023; Cprime, 2023).
Among the most widely adopted Agile frameworks are Scrum, Kanban, and Design Thinking, each
offering distinct yet complementary mechanisms for managing complexity and fostering innovation.
Scrum provides a structured framework for organizing teamwork through short iterative cycles known
as sprints, which allow teams to evaluate progress and adapt strategies regularly. Kanban, in contrast,
emphasizes workflow visualization and continuous task flow management, enabling organizations to
identify bottlenecks and improve operational efficiency. Design Thinking contributes a human centered
innovation process focused on understanding user needs and generating creative solutions through
iterative prototyping (SafetyCulture, 2023; Atlassian, 2024; DeakinCo, 2022).
When applied to occupational health and safety, these frameworks can support more responsive and
participatory safety management systems. Agile methodologies allow organizations to move beyond
purely reactive approaches centered on incident investigation toward proactive prevention models that
continuously adapt to emerging risks and operational realities. Through iterative cycles of planning,
implementation, evaluation, and learning, Agile approaches reinforce the principles of continuous
improvement that underpin modern safety management systems (EHS Leaders, 2020; Denning, 2016).
healthcare, organizational management, and occupational health and safety (OHS) (General Digital,
2023; KVY Technology, 2023).
At their conceptual core, Agile methodologies emphasize continuous improvement, rapid feedback
cycles, stakeholder participation, and incremental delivery of solutions. Rather than relying on rigid
planning structures, Agile frameworks promote adaptive planning processes that allow teams to respond
dynamically to emerging challenges and evolving needs. This characteristic is particularly relevant in
OHS management, where workplace risks are constantly influenced by technological changes,
organizational transformations, and evolving regulatory contexts (Teebi, 2023; IEEE, 2020).
Agile management is also grounded in the principle of cross functional collaboration, whiche ncourages
multidisciplinary teams to work collectively toward shared objectives. In occupational safety contexts,
this collaborative orientation can facilitate stronger integration between safety professionals,
operational managers, engineers, and workers themselves. Such integration is essential for addressing
complex workplace hazards that require technical, organizational, and behavioral interventions
(Codecool Business, 2023; Cprime, 2023).
Among the most widely adopted Agile frameworks are Scrum, Kanban, and Design Thinking, each
offering distinct yet complementary mechanisms for managing complexity and fostering innovation.
Scrum provides a structured framework for organizing teamwork through short iterative cycles known
as sprints, which allow teams to evaluate progress and adapt strategies regularly. Kanban, in contrast,
emphasizes workflow visualization and continuous task flow management, enabling organizations to
identify bottlenecks and improve operational efficiency. Design Thinking contributes a human centered
innovation process focused on understanding user needs and generating creative solutions through
iterative prototyping (SafetyCulture, 2023; Atlassian, 2024; DeakinCo, 2022).
When applied to occupational health and safety, these frameworks can support more responsive and
participatory safety management systems. Agile methodologies allow organizations to move beyond
purely reactive approaches centered on incident investigation toward proactive prevention models that
continuously adapt to emerging risks and operational realities. Through iterative cycles of planning,
implementation, evaluation, and learning, Agile approaches reinforce the principles of continuous
improvement that underpin modern safety management systems (EHS Leaders, 2020; Denning, 2016).
pág. 2288
Furthermore, the integration of Agile methodologies with safety management aligns with broader
organizational trends toward innovation driven risk management. As workplaces become increasingly
complex and technologically mediated, traditional hierarchical decision-making models may struggle
to respond rapidly to safety challenges. Agile frameworks offer an alternative by empowering teams to
experiment with solutions, gather rapid feedback, and refine safety practices through iterative learning
processes (Zhang et al., 2022; Teebi, 2023). From this perspective, Agile methodologies should not be
understood merely as project management tools, but rather as organizational philosophies capable of
reshaping how safety challenges are identified, analyzed, and addressed. Their potential contribution to
occupational health and safety lies in their capacity to foster learning-oriented cultures, strengthen
stakeholder engagement, and promote adaptive strategies that enhance both worker well-being and
organizational resilience.
Scrum in Occupational Health and Safety
Scrum is one of the most widely implemented Agile frameworks and has been increasingly explored in
sectors beyond software development, including healthcare, public management, and organizational
safety systems. The framework provides a structured yet flexible approach to managing complex
projects through iterative cycles known as sprints, enabling teams to deliver incremental improvements
while continuously adapting to feedback and evolving conditions (SafetyCulture, 2023; Atlassian,
2024).
In the context of occupational health and safety (OHS), Scrum offers a practical structure for organizing
safety initiatives in environments characterized by uncertainty and dynamic risk conditions. Traditional
safety management approaches often rely on periodic audits, compliance checks, and reactive incident
investigations. While these practices remain essential, they may not always provide sufficient agility to
respond to rapidly emerging hazards or operational changes. Scrum’s iterative structure allows
organizations to divide safety initiatives into manageable increments, enabling continuous monitoring,
rapid evaluation, and timely adjustment of prevention strategies (EHS Leaders, 2020; OHS Canada,
2022).
The Scrum framework is built around three key roles: the Product Owner, the Scrum Master, and the
Development Team. In OHS contexts, these roles can be interpreted in ways that align with safety
Furthermore, the integration of Agile methodologies with safety management aligns with broader
organizational trends toward innovation driven risk management. As workplaces become increasingly
complex and technologically mediated, traditional hierarchical decision-making models may struggle
to respond rapidly to safety challenges. Agile frameworks offer an alternative by empowering teams to
experiment with solutions, gather rapid feedback, and refine safety practices through iterative learning
processes (Zhang et al., 2022; Teebi, 2023). From this perspective, Agile methodologies should not be
understood merely as project management tools, but rather as organizational philosophies capable of
reshaping how safety challenges are identified, analyzed, and addressed. Their potential contribution to
occupational health and safety lies in their capacity to foster learning-oriented cultures, strengthen
stakeholder engagement, and promote adaptive strategies that enhance both worker well-being and
organizational resilience.
Scrum in Occupational Health and Safety
Scrum is one of the most widely implemented Agile frameworks and has been increasingly explored in
sectors beyond software development, including healthcare, public management, and organizational
safety systems. The framework provides a structured yet flexible approach to managing complex
projects through iterative cycles known as sprints, enabling teams to deliver incremental improvements
while continuously adapting to feedback and evolving conditions (SafetyCulture, 2023; Atlassian,
2024).
In the context of occupational health and safety (OHS), Scrum offers a practical structure for organizing
safety initiatives in environments characterized by uncertainty and dynamic risk conditions. Traditional
safety management approaches often rely on periodic audits, compliance checks, and reactive incident
investigations. While these practices remain essential, they may not always provide sufficient agility to
respond to rapidly emerging hazards or operational changes. Scrum’s iterative structure allows
organizations to divide safety initiatives into manageable increments, enabling continuous monitoring,
rapid evaluation, and timely adjustment of prevention strategies (EHS Leaders, 2020; OHS Canada,
2022).
The Scrum framework is built around three key roles: the Product Owner, the Scrum Master, and the
Development Team. In OHS contexts, these roles can be interpreted in ways that align with safety
pág. 2289
management structures. For example, the Product Owner may represent the safety manager or safety
committee responsible for prioritizing safety objectives and regulatory compliance requirements. The
Scrum Master can function as a facilitator who ensures that safety processes run smoothly and that
organizational barriers to safety improvements are addressed. The Development Team may consist of
multidisciplinary personnel including engineers, supervisors, ergonomists, and frontline workers who
collaborate to implement safety interventions and evaluate their effectiveness (SafetyCulture, 2023;
Meegle, 2023).
Another important feature of Scrum is the set of structured events that support communication and
transparency throughout the project lifecycle. These events typically include sprint planning, daily
stand-up meetings, sprint reviews, and retrospectives. Within occupational safety management, these
mechanisms can enhance information sharing about workplace hazards, near misses, and ongoing safety
initiatives. Daily stand-up meetings, for example, may serve as brief safety coordination sessions in
which team members discuss emerging risks, operational changes, or barriers affecting safe work
practices (ETKHO, 2023).
Furthermore, Scrum emphasizes the concept of psychological safety, which refers to a team
environment where individuals feel comfortable expressing concerns, reporting errors, and proposing
improvements without fear of blame or retaliation. This principle is particularly relevant in occupational
health and safety, where effective risk prevention often depends on open communication about unsafe
conditions, near misses, and operational vulnerabilities. Research suggests that psychologically safe
environments significantly improve organizational learning and safety reporting behaviors, which are
essential components of proactive safety management (Scrum.org, 2023; Denning, 2016).
From a strategic perspective, Scrum can support the development of adaptive safety management
systems. By structuring safety initiatives into iterative cycles, organizations can experiment with
interventions, evaluate their effectiveness, and refine prevention strategies based on real-time feedback.
This iterative learning process aligns closely with contemporary safety science perspectives that
emphasize continuous improvement, resilience, and systemic learning in complex sociotechnical
systems (Zhang et al., 2022).
management structures. For example, the Product Owner may represent the safety manager or safety
committee responsible for prioritizing safety objectives and regulatory compliance requirements. The
Scrum Master can function as a facilitator who ensures that safety processes run smoothly and that
organizational barriers to safety improvements are addressed. The Development Team may consist of
multidisciplinary personnel including engineers, supervisors, ergonomists, and frontline workers who
collaborate to implement safety interventions and evaluate their effectiveness (SafetyCulture, 2023;
Meegle, 2023).
Another important feature of Scrum is the set of structured events that support communication and
transparency throughout the project lifecycle. These events typically include sprint planning, daily
stand-up meetings, sprint reviews, and retrospectives. Within occupational safety management, these
mechanisms can enhance information sharing about workplace hazards, near misses, and ongoing safety
initiatives. Daily stand-up meetings, for example, may serve as brief safety coordination sessions in
which team members discuss emerging risks, operational changes, or barriers affecting safe work
practices (ETKHO, 2023).
Furthermore, Scrum emphasizes the concept of psychological safety, which refers to a team
environment where individuals feel comfortable expressing concerns, reporting errors, and proposing
improvements without fear of blame or retaliation. This principle is particularly relevant in occupational
health and safety, where effective risk prevention often depends on open communication about unsafe
conditions, near misses, and operational vulnerabilities. Research suggests that psychologically safe
environments significantly improve organizational learning and safety reporting behaviors, which are
essential components of proactive safety management (Scrum.org, 2023; Denning, 2016).
From a strategic perspective, Scrum can support the development of adaptive safety management
systems. By structuring safety initiatives into iterative cycles, organizations can experiment with
interventions, evaluate their effectiveness, and refine prevention strategies based on real-time feedback.
This iterative learning process aligns closely with contemporary safety science perspectives that
emphasize continuous improvement, resilience, and systemic learning in complex sociotechnical
systems (Zhang et al., 2022).