Leading with safety

Title:

Leading with safety

Personal Author:

Krause, Thomas R.

Publication Information:

Hoboken, NJ : Wiley-Interscience, 2005

Physical Description:

1v + 1 CD-ROM

ISBN:

9780471494256

General Note:

Accompanied by compact disc : CP 4913

Subject Term:

Industrial safety -- Management

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010107044	T55 K72 2005	Open Access Book	Book	Searching... Unknown

Building on years of research and experience in the field, Leading with Safety redefines organizational safety as an activity that both leads other performance areas and in turn must be led. Thomas Krause poses the question, " What does it take to be a great safety leader?" -- and answers with a comprehensive new model for understanding safety leadership as it affects organizational culture and safety climate. Leading with Safety defines the practices, tools, and systems essential to creating an injury-free workplace, including the role of employees at each level, special considerations for coaching the senior executive leader, and the two crucial aspects of human performance that every leader needs to know. Ending with inspiring real-world examples or organizations that have put these tools into practice, Leading with Safety is written for any leader who wants to lead with safety toward a more robust, productive and effective organization.

Author Notes

Thomas R. Krause, PhD, is Chairman of the Board and cofounder of Behavioral Science Technology, Inc. (BST), an international performance solutions company based in Ojai, California

John L. Henshaw

Foreword	p. xiii
Preface	p. xvii
Acknowledgments	p. xxi
Introduction: Safety as metaphor for organizational excellence	p. 1
Section 1 The Organizational Safety Model	p. 5
1 The Organizational Safety Model	p. 7
How safety leadership assures improvement	p. 8
The primary importance of the Working Interface	p. 10
Understanding the relationship of exposure events to injury events	p. 11
The necessity of leading indicators	p. 14
Enabling safety systems	p. 15
Sustaining safety systems	p. 16
Leadership creates organizational culture and safety climate	p. 16
What motivates leaders to improve safety?	p. 18
Influencing the behavior of safety leaders	p. 19
Sustaining organizational change: Two critical elements	p. 20
Section 2 The Safety Leadership Model	p. 23
2 The Safety Leadership Model, Part 1: The personality, values, emotional commitment, and leadership style of the effective safety leader	p. 25
The core elements: personality, values, and emotional commitment	p. 27
Measurement of the Big Five	p. 30
Applications of Big Five research to safety leadership	p. 31
Using the findings to improve safety leadership	p. 32
How leaders use the Big Five to improve safety effectiveness	p. 34
The leader's values and emotional commitment to safety	p. 35
Leadership style: transactional and transformational	p. 38
Cultivating style	p. 43
3 The Safety Leadership Model, Part 2: Best practices in safety leadership	p. 45
The central role of leadership in safety	p. 46
Leadership vs. management	p. 47
Best practices in safety leadership	p. 48
Measuring leadership best practices	p. 57
4 The Safety Leadership Model, Part 3: Understanding organizational culture and safety climate	p. 59
Primary dimensions of organizational culture and safety climate	p. 61
Why some organizations respond to change more readily	p. 62
The Organizational Culture Diagonostic Instrument (OCDI)	p. 67
The Organization Dimension	p. 68
The Team Dimension	p. 75
The Safety-Specific Dimension	p. 77
Section 3 The Leader's Role: Understanding two crucial aspects of human performance	p. 83
5 Changing Behavior Using Applied Behavior Analysis	p. 85
Applied behavior analysis in organizational settings	p. 86
How applied behavior analysis supports safety improvement	p. 87
Central concepts: antecedents, behavior, consequences	p. 88
ABC Analysis as a tool	p. 91
Example 1 Changing behavior at the leadership level	p. 91
Considerations for identifying new consequences	p. 93
Example 2 Changing behavior at the middle management level	p. 97
Putting behavior analysis to work	p. 101
6 The Effect of Cognitive Bias on Safety Decisions	p. 103
Research findings on cognitive bias	p. 104
Tragedy on Mount Everest in 1996	p. 105
Applications to the organizational safety leader	p. 107
Understanding cognitive bias	p. 108
A manufacturing safety example	p. 109
Putting knowledge of cognitive bias to work	p. 110
Section 4 Engaging Employees	p. 113
7 The Role of Executive Coaching in Leadership Development	p. 115
Executive coaching: From remedial to developmental	p. 116
A behavioral approach to leadership	p. 116
The coaching process: Behavioral and contextual	p. 118
Step 1 Understanding the context	p. 118
Step 2 Clarifying the client's unique point of view	p. 119
Step 3 Gathering the data and writing a report	p. 120
Step 4 The plan	p. 122
Step 5 Implementing the plan	p. 123
Step 6 Assessing the impact	p. 123
Coaching for safety leadership	p. 124
8 The Role of the Supervisor in Leading with Safety	p. 129
The pivotal role of the first-line supervisor	p. 130
Communication skills - the foundation	p. 131
The power of strong working relationships	p. 133
Fair decision-making and its effects	p. 135
Alignment: Incorporating organizational values and priorities into day-to-day activities	p. 137
Safety contacts: Getting an accurate picture of performance	p. 138
9 A Systematic Process for Reducing Exposure to Hazards: What the safety improvement process looks like at the worker level	p. 141
Engagement and cooperation	p. 142
Getting engaged in safety	p. 145
The safety improvement mechanism	p. 147
Implementing the process: team makeup and charter	p. 151
Roles at every level	p. 153
Leadership and reduction of exposure to hazards	p. 154
Best practices	p. 156
Getting started	p. 157
Section 5 Applications	p. 161
10 Planning for Change: Designing Intervention Strategies for Safety Improvement	p. 163
The importance of having an effective strategy for safety improvement	p. 164
Developing a strategic plan for safety improvement	p. 165
Examples of the development of strategic plans for safety improvement	p. 171
Armed services branch	p. 171
International metals and mining company	p. 176
International energy and utilities company	p. 179
Gulf coast chemical company	p. 183
Puerto Rican consumer products company	p. 186
11 Case Histories in Leading with Safety	p. 189
Shell Chemical, LP	p. 192
Petro-Canada	p. 199
PotashCorp	p. 207
Puerto Rican consumer products company	p. 213
12 NASA's Approach to Transforming its Organizational Culture and Safety Climate	p. 219
Assessing the existing culture and climate	p. 222
Findings	p. 227
The intervention	p. 230
The culture change plan	p. 232
Results	p. 240
Glenn Research Center & Stennis Space Center	p. 243
Johnson Space Center	p. 246
Bibliography	p. 251
Index	p. 259

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Summary

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Author Notes

Table of Contents