Within the workplace, unsafe behaviors and conditions have infiltrated our workforce and attempted to create the illusion that, if workers don't bypass safety protocols, productivity will suffer and workers will suffer. With this phenomenon, these behaviors have become insurgents and those attempting to develop high-reliability safety cultures have become counterinsurgents. Counterinsurgency theory and operations have benefited the military when attempting to implement a safety culture in hostile areas and among populations who have to choose between unsafe behaviors and conditions - violence and hostility - and safety and security, even at their own risk from the insurgents. We can use best practices from these operations to lay out a methodological process for developing a safety culture complete with safety and security for all workers without worrying about having to collude with 'insurgent' unsafe behaviors and conditions to keep their jobs.