Abstract
A near-miss event that is recognised and reported as a safety incident provides an opportunity to improve the safety of workers and reduce risks. This chapter considers near misses as 'quality upgrade opportunities' in the construction industry in Australia. The chapter demonstrates a way for management to be able to treat near-miss events as a fiat to open a broader dialogue for positive change using a sociotechnical systems approach that considers people, systems and tools. The case study presented demonstrates the power of a proactive and positive organisational culture that was embraced and enacted by senior managers, and the impact this had on self-organising groups and safety climate in construction.