The Other Side of Safety: Moving from Results-Based to Behavior-Based Safety

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The problem with the way the safety industry functions is three-fold: 1). The dysfunctional relationship between business and safety leaders, 2). The practice of Results-Based Safety, and 3). The creation of a false reality. This book presents an insightful and practical approach on how you can shift your safety program from Results-Based to Behavior-Based Safety.

The shift involves understanding what motivates behavior, utilization of consequences, practicing the 7 steps of performance coaching, creating accurate safety campaigns, and defining evidence of a healthy Behavior-Based safety program-this is the other side of safety.

The text-

    • Defines the four major motivations, explains how they work, and how safety leaders can use the right motivation for the right person to help them practice safe behavior.

      • Explains how to maximize the impact of reinforcement consequences and minimize punitive consequences in a way that is alingned with an individual’s motivation.

        • Implements the 7 steps of performance coaching conversations, how safety and business leaders can model fluency and frequency to shape behavior to habit strength.

          • Provides clearly defined evidence of a healthy Behavior-Based safety program by measuring outcome like locus of control, self-esteem, self-efficacy, and self-actualization.

            • Highlights the distinction between Results-Based Safety (RBS) anecdotal practices from the science of Behavior-Based Safety (BBS) methodology.

            • Showcases how the distinct difference between a mechanistic and organic culture, and how the four phenomena can be utilized to drive safety culture on purpose.

            • Discusses the importance of expanding from lagging indicators to leading indicators for robust metrics and predictability.

              • Addresses how the significant negative impact of "telling people what to do" and re-focuses on coaching people on "what to think".

              The book provides definitions, examples, and applications that focuses on how safety and business leaders can influence the behavior of people, impact their culture, and support healthy relationships. It will serve as an ideal text for students, professionals, and researchers in the fields of ergonomics, human factors, human-computer interaction, IO psychology, and computer engineering.

              Author(s): Robert Palmer
              Publisher: CRC Press
              Year: 2022

              Language: English
              Pages: 153
              City: Boca Raton

              Cover
              Half Title
              Title Page
              Copyright Page
              Table of Contents
              Preface
              Acknowledgments
              Author Biography
              Introduction
              Part 1 The problems with the way safety functions
              Chapter 1 Ineffective leadership between business leaders and safety leaders
              The focus of business leaders and safety leaders are not aligned
              Business leaders
              Safety leaders
              Leading with authority is dangerous leadership
              The lack of diverse personality types and thinking is not helping
              Chapter 2 Practicing results-based safety
              Good intentions are not science
              Using lagging indicators is the wrong premise for problem-solving
              Pursuing results is Results-Based Safety
              Chapter 3 Creating a false reality
              Part 2 Applying the science of behavior
              Chapter 4 What motivates behavior?
              Extrinsic motivation
              Identified motivation
              Intrinsic motivation
              Introjected motivation
              Emotional intelligence
              Chapter 5 Focusing on the utilization of consequences
              Maximizing the impact of reinforcements
              Positive reinforcement (Pr)
              Negative reinforcement (Nr)
              Recovery (Re)
              Minimizing the impact of punitives
              Punishment (Pu)
              Penalty (Pe)
              Extinction (Ex)
              Clarification of terms
              Chapter 6 Practicing performance coaching
              Performance coaching vs. development coaching
              The seven steps of Performance Safety Coaching© conversations
              Demonstrating fluency of the seven steps of Performance Safety Coaching©
              Practicing frequency of reinforcement to shape behavior to habit strength
              Chapter 7 Safety campaigns should be behavior campaigns
              Chapter 8 Evidence of a healthy Behavior-Based Safety program
              Locus of control
              Self-esteem
              Self-efficacy
              Self-actualization
              Fully functioning individuals and teams
              Perceptual schematic
              Part 3 Structuring the culture for functional safety
              Chapter 9 Designing the safety culture on purpose
              Establishing safety culture leadership
              Hiring the right safety leader
              Selecting safety leadership competencies
              Utilizing personality traits and strengths
              Attitude
              Psychological functioning
              Descriptions of the four functions of personality
              Extraverted (e) sensing (S) types and introverted (i) sensing (S) types
              Extraverted (e) iNtuiting* (N) types and introverted (i) iNtuiting (N) types
              Extraverted (e) thinking (T) types and introverted (i) thinking (T) types
              Extraverted (e) feeling (F) types and introverted (i) feeling (F) types
              Leadership styles
              Transactional (authoritarian) leadership
              Transformational leadership
              Servant leadership
              Leadership practices
              Vision
              Purpose
              Values
              Leadership influence
              Influencing conditions
              Identifying dysfunctional conditions
              Influencing relationships
              Influencing culture
              Chapter 10 Establishing safety culture infrastructure
              A mechanistic or organic culture
              Mechanistic culture
              Organic culture
              Impact of cultural phenomena
              Linking requirements with goals
              Integrating expectations with achievement
              Chapter 11 Create a fully functioning safety culture
              Alignment of corporate and safety culture
              Top talent is attracted to your culture
              Supporting accountability for everyone
              Social reinforcement of safety culture
              Creating leading indicators
              Operations
              Systems
              Behaviors
              References
              Index