Preface |
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ix | |
Acknowledgments |
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xiii | |
Author Biography |
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xv | |
Introduction |
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xvii | |
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PART 1 The problems with the way safety functions |
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1 Ineffective leadership between business leaders and safety leaders |
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3 | (8) |
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The focus of business leaders and safety leaders are not aligned |
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4 | (1) |
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4 | (1) |
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4 | (1) |
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Leading with authority is dangerous leadership |
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5 | (3) |
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The lack of diverse personality types and thinking is not helping |
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8 | (3) |
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2 Practicing results-based safety |
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11 | (16) |
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Good intentions are not science |
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11 | (3) |
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Using lagging indicators is the wrong premise for problem-solving |
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14 | (1) |
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Pursuing results is Results-Based Safety |
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15 | (12) |
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3 Creating a false reality |
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27 | (8) |
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PART 2 Applying the science of behavior |
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4 What motivates behavior? |
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35 | (6) |
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36 | (1) |
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36 | (1) |
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37 | (1) |
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37 | (1) |
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38 | (3) |
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5 Focusing on the utilization of consequences |
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41 | (14) |
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Maximizing the impact of reinforcements |
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46 | (1) |
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Positive reinforcement (Pr) |
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46 | (1) |
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Negative reinforcement (Nr) |
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46 | (1) |
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46 | (1) |
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Minimizing the impact of punitives |
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47 | (2) |
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47 | (1) |
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47 | (1) |
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48 | (1) |
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49 | (6) |
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6 Practicing performance coaching |
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55 | (8) |
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Performance coaching vs. development coaching |
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55 | (1) |
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The seven steps of Performance Safety Coaching© conversations |
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56 | (3) |
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Demonstrating fluency of the seven steps of Performance Safety Coaching©p; |
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59 | (1) |
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Practicing frequency of reinforcement to shape behavior to habit strength |
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60 | (3) |
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7 Safety campaigns should be behavior campaigns |
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63 | (4) |
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8 Evidence of a healthy Behavior-Based Safety program |
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67 | (8) |
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67 | (3) |
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70 | (1) |
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70 | (1) |
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71 | (1) |
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Fully functioning individuals and teams |
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71 | (1) |
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71 | (4) |
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PART 3 Structuring the culture for functional safety |
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9 Designing the safety culture on purpose |
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75 | (34) |
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Establishing safety culture leadership |
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76 | (14) |
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Hiring the right safety leader |
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77 | (2) |
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Selecting safety leadership competencies |
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79 | (1) |
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Utilizing personality traits and strengths |
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80 | (1) |
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81 | (2) |
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Psychological functioning |
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83 | (1) |
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Descriptions of the four functions of personality |
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84 | (1) |
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Extraverted (e) sensing (S) types and introverted (i) sensing (S) types |
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85 | (1) |
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Extraverted (e) iNtuiting* (N) types and introverted (i) iNtuiting (N) types |
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86 | (1) |
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Extraverted (e) thinking (T) types and introverted (i) thinking (T) types |
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87 | (1) |
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Extraverted (e) feeling (F) types and introverted (i) feeling (F) types |
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88 | (2) |
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90 | (9) |
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Transactional (authoritarian) leadership |
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91 | (6) |
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Transformational leadership |
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97 | (1) |
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98 | (1) |
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99 | (3) |
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99 | (1) |
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99 | (2) |
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101 | (1) |
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102 | (7) |
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103 | (1) |
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Identifying dysfunctional conditions |
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104 | (3) |
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Influencing relationships |
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107 | (1) |
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108 | (1) |
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10 Establishing safety culture infrastructure |
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109 | (12) |
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A mechanistic or organic culture |
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112 | (9) |
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113 | (1) |
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114 | (1) |
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Impact of cultural phenomena |
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115 | (2) |
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Linking requirements with goals |
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117 | (1) |
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Integrating expectations with achievement |
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118 | (3) |
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11 Create a fully functioning safety culture |
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121 | (8) |
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Alignment of corporate and safety culture |
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121 | (4) |
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Top talent is attracted to your culture |
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121 | (1) |
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Supporting accountability for everyone |
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122 | (2) |
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Social reinforcement of safety culture |
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124 | (1) |
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Creating leading indicators |
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125 | (4) |
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125 | (1) |
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126 | (1) |
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127 | (2) |
References |
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129 | (4) |
Index |
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133 | |