Other Side of Safety
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Other Side of Safety
Moving from Results-Based to Behavior-Based Safety
Palmer, Robert
Taylor & Francis Ltd
10/2024
134
Mole
9781032375601
Pré-lançamento - envio 15 a 20 dias após a sua edição
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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
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
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
Safety Leaders;Business Leaders;Behavior;Performance Coaching;Leadership Practices;Mechanistic Culture;Safety Culture;Safety Programs;Safe Behavior;BBS Program;Follow;Safety Campaign;ABC Model;Habit Strength;Leading Indicators;Transactional Leaders;Social Reinforcement;Healthy Safety Culture;Safety Leadership Team;Premack Principle;Ceo's Leadership;Low Probability Behavior;High Probability Behavior;Introjected Motivation;Effective Safety Program;Hazard Hunt;EI;Behavior Based Safety Program;Low Beam Headlights
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
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
Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.
Safety Leaders;Business Leaders;Behavior;Performance Coaching;Leadership Practices;Mechanistic Culture;Safety Culture;Safety Programs;Safe Behavior;BBS Program;Follow;Safety Campaign;ABC Model;Habit Strength;Leading Indicators;Transactional Leaders;Social Reinforcement;Healthy Safety Culture;Safety Leadership Team;Premack Principle;Ceo's Leadership;Low Probability Behavior;High Probability Behavior;Introjected Motivation;Effective Safety Program;Hazard Hunt;EI;Behavior Based Safety Program;Low Beam Headlights
