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This innovative book aims to bring the science of safety into a simple and practical approach to investigating workplace incidents, using the ideas of some of the great safety science thinkers of our time. This book serves as an easy-to-follow, real-world reference for supervisors, managers and safety practitioners across many industries.
This innovative book aims to bring the science of safety into a simple and practical approach to investigating workplace incidents, using the ideas of some of the great safety science thinkers of our time. This book serves as an easy-to-follow, real-world reference for supervisors, managers and safety practitioners across many industries.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis
- Seitenzahl: 152
- Erscheinungstermin: 8. September 2017
- Englisch
- Abmessung: 216mm x 140mm x 11mm
- Gewicht: 327g
- ISBN-13: 9781138097711
- ISBN-10: 1138097713
- Artikelnr.: 57052460
- Verlag: Taylor & Francis
- Seitenzahl: 152
- Erscheinungstermin: 8. September 2017
- Englisch
- Abmessung: 216mm x 140mm x 11mm
- Gewicht: 327g
- ISBN-13: 9781138097711
- ISBN-10: 1138097713
- Artikelnr.: 57052460
Ian Long has worked for over twenty years in Health and Safety roles in the minerals extraction and processing industry. As the managing director of his own consultancy business, he now provides in-the-field coaching and coach-the-coach activities with leaders, along with training and facilitation of fatality and other significant incident investigations.
Acknowledgments
Preface
What level of investigation should we do?
Using this book and the techniques described within it for positive
investigations
Some essentials
1 Mindset and approach
2 Before you investigate
Team formation, structure and roles
The art of facilitation and using a coaching style
Your conversations and questions (before and after an event)
3 The investigation process
Scene preservation.
Interviewing (versus taking statements)
Generous listening
The interview conversation
Data and information gathering
How to run an effective and efficient PEEPO
Determining Work-As-Done, Work-As-Normal and Work-As-Intended
Determining Work-As-Done, Work-As-Normal and Work-As-Intended in the case
of more detailed incident investigations
Exploration of the gaps between Work-As-Done, Work-As-Normal and
Work-As-Intended
Build the story (Incident Pathway Statement)
SMARTS actions
Reports
4 The technical and scientific stuff
Task complexity, procedural complexity and adequacy, and situational
complexity
Resilience and resilience engineering
Risk intelligence, risk identification and risk management
Drift (procedural or practical drift)
Internal decision and sense-making
Intense task focus
Answering a different question
What-You-See-Is-All-There-Is (WYSIATI) and plan continuation
Shared Space as it relates To safe work spaces
Effective 'core competency training' and 'awareness induction'
Individual actions and assessments
Systems of work and their interrelationships
It is all obvious when you know the outcome (hindsight bias)
Accountability and authority mismatch
Equipment, tools and plant design
Task planning, assignment, acceptance and monitoring
Leadership
Other cognitive biases and heuristics
The efficiency - thoroughness trade-off (ETTO)
5 Conclusion
Appendices:
A. Interviewing - Having meaningful conversations
B. Incident Cause Analysis Method (ICAM) process
Bibliography and reading list.
Index
Preface
What level of investigation should we do?
Using this book and the techniques described within it for positive
investigations
Some essentials
1 Mindset and approach
2 Before you investigate
Team formation, structure and roles
The art of facilitation and using a coaching style
Your conversations and questions (before and after an event)
3 The investigation process
Scene preservation.
Interviewing (versus taking statements)
Generous listening
The interview conversation
Data and information gathering
How to run an effective and efficient PEEPO
Determining Work-As-Done, Work-As-Normal and Work-As-Intended
Determining Work-As-Done, Work-As-Normal and Work-As-Intended in the case
of more detailed incident investigations
Exploration of the gaps between Work-As-Done, Work-As-Normal and
Work-As-Intended
Build the story (Incident Pathway Statement)
SMARTS actions
Reports
4 The technical and scientific stuff
Task complexity, procedural complexity and adequacy, and situational
complexity
Resilience and resilience engineering
Risk intelligence, risk identification and risk management
Drift (procedural or practical drift)
Internal decision and sense-making
Intense task focus
Answering a different question
What-You-See-Is-All-There-Is (WYSIATI) and plan continuation
Shared Space as it relates To safe work spaces
Effective 'core competency training' and 'awareness induction'
Individual actions and assessments
Systems of work and their interrelationships
It is all obvious when you know the outcome (hindsight bias)
Accountability and authority mismatch
Equipment, tools and plant design
Task planning, assignment, acceptance and monitoring
Leadership
Other cognitive biases and heuristics
The efficiency - thoroughness trade-off (ETTO)
5 Conclusion
Appendices:
A. Interviewing - Having meaningful conversations
B. Incident Cause Analysis Method (ICAM) process
Bibliography and reading list.
Index
Acknowledgments
Preface
What level of investigation should we do?
Using this book and the techniques described within it for positive
investigations
Some essentials
1 Mindset and approach
2 Before you investigate
Team formation, structure and roles
The art of facilitation and using a coaching style
Your conversations and questions (before and after an event)
3 The investigation process
Scene preservation.
Interviewing (versus taking statements)
Generous listening
The interview conversation
Data and information gathering
How to run an effective and efficient PEEPO
Determining Work-As-Done, Work-As-Normal and Work-As-Intended
Determining Work-As-Done, Work-As-Normal and Work-As-Intended in the case
of more detailed incident investigations
Exploration of the gaps between Work-As-Done, Work-As-Normal and
Work-As-Intended
Build the story (Incident Pathway Statement)
SMARTS actions
Reports
4 The technical and scientific stuff
Task complexity, procedural complexity and adequacy, and situational
complexity
Resilience and resilience engineering
Risk intelligence, risk identification and risk management
Drift (procedural or practical drift)
Internal decision and sense-making
Intense task focus
Answering a different question
What-You-See-Is-All-There-Is (WYSIATI) and plan continuation
Shared Space as it relates To safe work spaces
Effective 'core competency training' and 'awareness induction'
Individual actions and assessments
Systems of work and their interrelationships
It is all obvious when you know the outcome (hindsight bias)
Accountability and authority mismatch
Equipment, tools and plant design
Task planning, assignment, acceptance and monitoring
Leadership
Other cognitive biases and heuristics
The efficiency - thoroughness trade-off (ETTO)
5 Conclusion
Appendices:
A. Interviewing - Having meaningful conversations
B. Incident Cause Analysis Method (ICAM) process
Bibliography and reading list.
Index
Preface
What level of investigation should we do?
Using this book and the techniques described within it for positive
investigations
Some essentials
1 Mindset and approach
2 Before you investigate
Team formation, structure and roles
The art of facilitation and using a coaching style
Your conversations and questions (before and after an event)
3 The investigation process
Scene preservation.
Interviewing (versus taking statements)
Generous listening
The interview conversation
Data and information gathering
How to run an effective and efficient PEEPO
Determining Work-As-Done, Work-As-Normal and Work-As-Intended
Determining Work-As-Done, Work-As-Normal and Work-As-Intended in the case
of more detailed incident investigations
Exploration of the gaps between Work-As-Done, Work-As-Normal and
Work-As-Intended
Build the story (Incident Pathway Statement)
SMARTS actions
Reports
4 The technical and scientific stuff
Task complexity, procedural complexity and adequacy, and situational
complexity
Resilience and resilience engineering
Risk intelligence, risk identification and risk management
Drift (procedural or practical drift)
Internal decision and sense-making
Intense task focus
Answering a different question
What-You-See-Is-All-There-Is (WYSIATI) and plan continuation
Shared Space as it relates To safe work spaces
Effective 'core competency training' and 'awareness induction'
Individual actions and assessments
Systems of work and their interrelationships
It is all obvious when you know the outcome (hindsight bias)
Accountability and authority mismatch
Equipment, tools and plant design
Task planning, assignment, acceptance and monitoring
Leadership
Other cognitive biases and heuristics
The efficiency - thoroughness trade-off (ETTO)
5 Conclusion
Appendices:
A. Interviewing - Having meaningful conversations
B. Incident Cause Analysis Method (ICAM) process
Bibliography and reading list.
Index