Robert Palmer

The Other Side of Safety

Moving from Results-Based to Behavior-Based Safety

• Broschiertes Buch

Produktbeschreibung

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.

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Produktdetails

• Verlag: Taylor & Francis Ltd (Sales)
• Seitenzahl: 134
• Erscheinungstermin: 9. Oktober 2024
• Englisch
• Abmessung: 234mm x 156mm x 8mm
• Gewicht: 227g
• ISBN-13: 9781032375601
• ISBN-10: 1032375604
• Artikelnr.: 71689817

Autorenporträt

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

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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