Too Much of a Good Thing: A Lesson in Safety Management

By Jason R. Starke, Ph.D.

I have a confession: I love Taco Bell. Always have, always will. Growing up, I remember when burritos were 69 cents and a Burrito Supreme was 99 cents. Even now, I can’t walk away with just one item—it’s usually three, four, maybe five.

That first taco or burrito? Amazing. The second? Still great. By the third, though, it’s not quite as satisfying. And by the fourth or fifth, I’m handing food off to my kids—or saving it for later (though Taco Bell doesn’t really keep well). What started as a treat quickly turns into diminishing returns.

That’s the Too Much of a Good Thing Effect (TMGT)—a real term that perfectly describes when something positive, taken to excess, becomes negative.

From Taco Bell to Aristotle

The idea isn’t new. Aristotle taught that virtues practiced without moderation can become vices. Modern research shows the same applies to leadership.

Take humility, for example:

• The right amount of humility builds confidence and motivation in others.

• Too much humility, though, can create entitlement and disengagement—followers start to feel overly important and neglect accountability.

Even the best qualities, when overdone, can backfire.

The TMGT Effect in Safety Management

So what does this have to do with safety management?

Many of us are deeply passionate about what we do. We’re skilled at identifying hazards, assessing risks, and implementing controls. Sometimes, though, we’re so eager—and so capable—that we end up taking on everything ourselves.

Here’s the problem: when we do too much, others do less. Chief pilots, directors of maintenance, and supervisors start thinking, “They’ve got this—I don’t need to be involved.”

But a Safety Management System (SMS) isn’t our system—it’s the organization’s system. It only works when everyone participates. By trying to do it all, we can unintentionally weaken the very culture we’re trying to strengthen.

Where TMGT Shows Up Most Often

1. 1. Safety Objectives

Safety managers often drive objectives because we see the data and trends. But real, lasting objectives should come from department leaders—the subject-matter experts. Our role is to guide, not own: provide data, context, and coaching while encouraging them to define and pursue their own objectives.

• 2. Safety Performance Indicators (SPIs)

We may know what should be measured, but the most meaningful indicators come from those closest to the work. Department managers understand which risk controls keep them up at night. They should select and monitor those SPIs—we simply help them measure, interpret, and improve.

The Moral of the Story

Passion for safety is a strength—but taken too far, it can crowd out collaboration. The goal isn’t to do everything; it’s to create space for others to lead within their areas.

Encourage participation by:

• Explaining the “why” behind risk controls.

• Coaching managers on performance monitoring.

• Empowering them to own their safety objectives.

Think of it like patching a crack in a dam—you wouldn’t fix it and walk away; you’d keep checking to make sure the patch holds. The same goes for risk controls. Managers must monitor their own systems because they know the risks best.

As safety professionals, our role is to facilitate, not dominate. That’s how we avoid the TMGT Effect—and build a truly engaged, resilient safety culture.

And yes, I’ll probably still order five items at Taco Bell. But at least I’ll remember the lesson: sometimes, too much of a good thing isn’t so good after all.