The text identifies and clarifies the clandestine methods of Results Based Safety (RBS) from Behavior Based Safety (BBS) as they function directly in opposition to each other. It will serve as an ideal text for students, and professionals in the fields of ergonomics, human factors, occupational health, and safety.
The text identifies and clarifies the clandestine methods of Results Based Safety (RBS) from Behavior Based Safety (BBS) as they function directly in opposition to each other. It will serve as an ideal text for students, and professionals in the fields of ergonomics, human factors, occupational health, and safety.
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. Palmer's 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.
Inhaltsangabe
Forward Introduction Part 1: The Problems with the Way Safety Functions Chapter 1: Ineffective Leadership Between Business and Safety Leaders 1.1 The Focus of Business Leaders and Safety Leaders Are Not Aligned 1.2 Leading with Authority is Dangerous Leadership 1.3 The Lack of Diversity in Personality Types of Leaders Chapter 2: Practicing Results Based Safety (RBS) 2.1 Good Intensions Are Not Science 2.2 Using Lagging Indicators is the Wrong Premise for Problem Solving 2.3 Pursuing Results is Results Based Safety Chapter 3: Creating A False Reality Part 2: Applying the Science of Behavior Chapter 4: What Motivates Behavior 4.1 Extrinsic Motivation 4.2 Identified Motivation 4.3 Intrinsic Motivation 4.4 Introjection Motivation 4.5 Emotional Intelligence Chapter 5: Focusing on the Utilization of Consequences 5.1 Maximizing the Impact of Reinforcements (Pr, Nr, Re) 5.2 Minimizing the Impact of Punitives (Pu/Pe/Ex) 5.3 Clarification of Terms Chapter 6: Practicing Performance Coaching 6.1 Performance Coaching vs. Development Coaching 6.2 The Seven Steps of Performance Coaching Conversations 6.3 Demonstrating Fluency of the Seven Steps of Performance Coaching 6.4 Practicing Frequency of Reinforcement to Shape Behavior to Habit Strength Chapter 7: Safety Campaigns Should Be Safe Behavior Campaigns Chapter 8: Evidence of Healthy Behavior Based Safety Program 8.1 Locus of Control 8.2 Self-Esteem 8.3 Self-Efficacy 8.4 Self-Actualization 8.5 Full Functioning Individuals and Teams 8.6 Perceptual Schematic Part 3: Structuring the Culture for Functional Safety Chapter 9: Designing the Safety Culture on Purpose 9.1 Establishing Safety Culture Leadership 9.2 Leadership Styles 9.3 Leadership Practices 9.4 Leadership Influence Chapter 10: Establishing Safety Culture Infrastructure 10.1 Mechanistic or Organic Culture 10.2 Impact of Cultural Phenomena 10.3 Linking Requirements with Goals 10.4 Integrating Expectations with Achievement Chapter 11: Create a Fully Functioning Safety Culture 11.1 Alignment of Corporate and Safety Culture 11.2 Creating Leading Indicators Conclusion References
Forward Introduction Part 1: The Problems with the Way Safety Functions Chapter 1: Ineffective Leadership Between Business and Safety Leaders 1.1 The Focus of Business Leaders and Safety Leaders Are Not Aligned 1.2 Leading with Authority is Dangerous Leadership 1.3 The Lack of Diversity in Personality Types of Leaders Chapter 2: Practicing Results Based Safety (RBS) 2.1 Good Intensions Are Not Science 2.2 Using Lagging Indicators is the Wrong Premise for Problem Solving 2.3 Pursuing Results is Results Based Safety Chapter 3: Creating A False Reality Part 2: Applying the Science of Behavior Chapter 4: What Motivates Behavior 4.1 Extrinsic Motivation 4.2 Identified Motivation 4.3 Intrinsic Motivation 4.4 Introjection Motivation 4.5 Emotional Intelligence Chapter 5: Focusing on the Utilization of Consequences 5.1 Maximizing the Impact of Reinforcements (Pr, Nr, Re) 5.2 Minimizing the Impact of Punitives (Pu/Pe/Ex) 5.3 Clarification of Terms Chapter 6: Practicing Performance Coaching 6.1 Performance Coaching vs. Development Coaching 6.2 The Seven Steps of Performance Coaching Conversations 6.3 Demonstrating Fluency of the Seven Steps of Performance Coaching 6.4 Practicing Frequency of Reinforcement to Shape Behavior to Habit Strength Chapter 7: Safety Campaigns Should Be Safe Behavior Campaigns Chapter 8: Evidence of Healthy Behavior Based Safety Program 8.1 Locus of Control 8.2 Self-Esteem 8.3 Self-Efficacy 8.4 Self-Actualization 8.5 Full Functioning Individuals and Teams 8.6 Perceptual Schematic Part 3: Structuring the Culture for Functional Safety Chapter 9: Designing the Safety Culture on Purpose 9.1 Establishing Safety Culture Leadership 9.2 Leadership Styles 9.3 Leadership Practices 9.4 Leadership Influence Chapter 10: Establishing Safety Culture Infrastructure 10.1 Mechanistic or Organic Culture 10.2 Impact of Cultural Phenomena 10.3 Linking Requirements with Goals 10.4 Integrating Expectations with Achievement Chapter 11: Create a Fully Functioning Safety Culture 11.1 Alignment of Corporate and Safety Culture 11.2 Creating Leading Indicators Conclusion References
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