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El. knyga: Other Side of Safety: Moving from Results-Based to Behavior-Based Safety [Taylor & Francis e-book]

(Howard University, USA)
  • Formatas: 134 pages, 2 Tables, black and white; 2 Line drawings, black and white; 2 Illustrations, black and white
  • Išleidimo metai: 18-Nov-2022
  • Leidėjas: CRC Press
  • ISBN-13: 9781003340799
  • Taylor & Francis e-book
  • Kaina: 115,40 €*
  • * this price gives unlimited concurrent access for unlimited time
  • Standartinė kaina: 164,86 €
  • Sutaupote 30%
  • Formatas: 134 pages, 2 Tables, black and white; 2 Line drawings, black and white; 2 Illustrations, black and white
  • Išleidimo metai: 18-Nov-2022
  • Leidėjas: CRC Press
  • ISBN-13: 9781003340799
The problem with the way the safety industry functions is three-fold: (1) the dysfunctional relationship between business and safety leaders, (2) the practice of Results-Based Safety, and (3) the creation of a false reality. This book presents an insightful and practical approach to how you can move your safety program from Results-Based to Behavior-Based Safety. The move involves understanding what motivates behavior, utilization of consequences, practicing the seven steps of performance coaching, creating accurate safety campaigns, and defining evidence of a healthy Behavior-Based Safety programthis is the other side of safety..

The text:





Defines the four major motivations, explains how they work, and how safety leaders can use the right motivation for the right person to help them practice safe behavior











Explains how to maximize the impact of reinforcement consequences and minimize punitive consequences in a way that is alingned with an individuals motivation











Implements the seven steps of performance coaching conversations, how safety and business leaders can model fluency and frequency to shape behavior to habit strength











Provides clearly defined evidence of a healthy Behavior-Based safety program by measuring outcome like locus of control, self-esteem, self-efficacy, and self-actualization











Highlights the distinction between Results-Based Safety (RBS) anecdotal practices from the science of Behavior-Based Safety (BBS) methodology





Showcases how the distinct difference between a mechanistic and organic culture, and how the four phenomena can be utilized to drive safety culture on purpose





Discusses the importance of expanding from lagging indicators to leading indicators for robust metrics and predictability











Addresses how the significant negative impact of "telling people what to do" and re-focuses on coaching people on "what to think"

The book provides definitions, examples, and applications that focus on how safety and business leaders can influence the behavior of people, impact their culture, and support healthy relationships. It will serve as an ideal text for students, professionals, and researchers in the fields of ergonomics, human factors, human-computer interaction, industrial-organizational psychology, and computer engineering.
Preface ix
Acknowledgments xiii
Author Biography xv
Introduction xvii
PART 1 The problems with the way safety functions
1 Ineffective leadership between business leaders and safety leaders
3(8)
The focus of business leaders and safety leaders are not aligned
4(1)
Business leaders
4(1)
Safety leaders
4(1)
Leading with authority is dangerous leadership
5(3)
The lack of diverse personality types and thinking is not helping
8(3)
2 Practicing results-based safety
11(16)
Good intentions are not science
11(3)
Using lagging indicators is the wrong premise for problem-solving
14(1)
Pursuing results is Results-Based Safety
15(12)
3 Creating a false reality
27(8)
PART 2 Applying the science of behavior
4 What motivates behavior?
35(6)
Extrinsic motivation
36(1)
Identified motivation
36(1)
Intrinsic motivation
37(1)
Introjected motivation
37(1)
Emotional intelligence
38(3)
5 Focusing on the utilization of consequences
41(14)
Maximizing the impact of reinforcements
46(1)
Positive reinforcement (Pr)
46(1)
Negative reinforcement (Nr)
46(1)
Recovery (Re)
46(1)
Minimizing the impact of punitives
47(2)
Punishment (Pu)
47(1)
Penalty (Pe)
47(1)
Extinction (Ex)
48(1)
Clarification of terms
49(6)
6 Practicing performance coaching
55(8)
Performance coaching vs. development coaching
55(1)
The seven steps of Performance Safety Coaching© conversations
56(3)
Demonstrating fluency of the seven steps of Performance Safety Coaching©p;
59(1)
Practicing frequency of reinforcement to shape behavior to habit strength
60(3)
7 Safety campaigns should be behavior campaigns
63(4)
8 Evidence of a healthy Behavior-Based Safety program
67(8)
Locus of control
67(3)
Self-esteem
70(1)
Self-efficacy
70(1)
Self-actualization
71(1)
Fully functioning individuals and teams
71(1)
Perceptual schematic
71(4)
PART 3 Structuring the culture for functional safety
9 Designing the safety culture on purpose
75(34)
Establishing safety culture leadership
76(14)
Hiring the right safety leader
77(2)
Selecting safety leadership competencies
79(1)
Utilizing personality traits and strengths
80(1)
Attitude
81(2)
Psychological functioning
83(1)
Descriptions of the four functions of personality
84(1)
Extraverted (e) sensing (S) types and introverted (i) sensing (S) types
85(1)
Extraverted (e) iNtuiting* (N) types and introverted (i) iNtuiting (N) types
86(1)
Extraverted (e) thinking (T) types and introverted (i) thinking (T) types
87(1)
Extraverted (e) feeling (F) types and introverted (i) feeling (F) types
88(2)
Leadership styles
90(9)
Transactional (authoritarian) leadership
91(6)
Transformational leadership
97(1)
Servant leadership
98(1)
Leadership practices
99(3)
Vision
99(1)
Purpose
99(2)
Values
101(1)
Leadership influence
102(7)
Influencing conditions
103(1)
Identifying dysfunctional conditions
104(3)
Influencing relationships
107(1)
Influencing culture
108(1)
10 Establishing safety culture infrastructure
109(12)
A mechanistic or organic culture
112(9)
Mechanistic culture
113(1)
Organic culture
114(1)
Impact of cultural phenomena
115(2)
Linking requirements with goals
117(1)
Integrating expectations with achievement
118(3)
11 Create a fully functioning safety culture
121(8)
Alignment of corporate and safety culture
121(4)
Top talent is attracted to your culture
121(1)
Supporting accountability for everyone
122(2)
Social reinforcement of safety culture
124(1)
Creating leading indicators
125(4)
Operations
125(1)
Systems
126(1)
Behaviors
127(2)
References 129(4)
Index 133
Robert Palmer has a PhD in Industrial Organizational Psychology. He is an Organizational Development Leader with 18 years of industry experience. Expert in designing employee experiences based on the science of human performance, performance management, talent management, change man-agement, and organizational design. Dr. Palmer utilizes technology and people science to create organic cultures that help people do their best work by linking performance initiatives to business strategies and outcomes. Dr. Palmers expertise is in creating agility in the workforce to deliver a special-ized customer experience and align to business needs through organiza-tional efficiency, and employee performance. Global project management experience gained from international business projects in India, Israel, and Europe.