Leading with Safety

Leading with Safety......Page 7
Contents......Page 9
Foreword by John L. Henshaw......Page 15
Preface......Page 19
Acknowledgments......Page 23
Safety as metaphor for organizational excellence......Page 25
Section 1: The Organizational Safety Model......Page 29
1. The Organizational Safety Model......Page 31
How safety leadership assures improvement......Page 32
The primary importance of the Working Interface......Page 34
Understanding the relationship of exposure events to injury events......Page 35
The necessity of leading indicators......Page 38
Enabling safety systems......Page 39
Leadership creates organizational culture and safety climate......Page 40
What motivates leaders to improve safety?......Page 42
Influencing the behavior of safety leaders......Page 43
Sustaining organizational change: Two critical elements......Page 44
Section 2: The Safety Leadership Model......Page 47
The personality, values, emotional commitment, and leadership style of the effective safety leader......Page 49
The core elements: personality, values, and emotional commitment......Page 51
Measurement of the Big Five......Page 54
Applications of Big Five research to safety leadership......Page 55
Using the findings to improve safety leadership......Page 56
How leaders use the Big Five to improve safety effectiveness......Page 58
The leader’s values and emotional commitment to safety......Page 59
Leadership style: transactional and transformational......Page 62
Cultivating style......Page 67
Best practices in safety leadership......Page 69
The central role of leadership in safety......Page 70
Leadership vs. management......Page 71
Best practices in safety leadership......Page 72
Measuring leadership best practices......Page 81
Understanding organizational culture and safety climate......Page 83
Primary dimensions of organizational culture and safety climate......Page 85
Why some organizations respond to change more readily......Page 86
The Organizational Culture Diagonostic Instrument (OCDI)......Page 91
The Organization Dimension......Page 92
The Team Dimension......Page 99
The Safety-Specific Dimension......Page 101
Section 3: The Leader’s Role: Understanding two crucial aspects of human performance......Page 107
5. Changing Behavior Using Applied Behavior Analysis......Page 109
Applied behavior analysis in organizational settings......Page 110
How applied behavior analysis supports safety improvement......Page 111
Central concepts: antecedents, behavior, consequences......Page 112
Example 1: Changing behavior at the leadership level......Page 115
Considerations for identifying new consequences......Page 117
Example 2: Changing behavior at the middle management level......Page 121
Putting behavior analysis to work......Page 125
6. The Effect of Cognitive Bias on Safety Decisions......Page 127
Research findings on cognitive bias......Page 128
Tragedy on Mount Everest in 1996......Page 129
Applications to the organizational safety leader......Page 131
Understanding cognitive bias......Page 132
A manufacturing safety example......Page 133
Putting knowledge of cognitive bias to work......Page 134
Section 4: Engaging Employees......Page 137
7. The Role of Executive Coaching in Leadership Development......Page 139
A behavioral approach to leadership......Page 140
Step One: Understanding the context......Page 142
Step Two: Clarifying the client’s unique point of view......Page 143
Step Three: Gathering the data and writing a report......Page 144
Step Four: The plan......Page 146
Step Six: Assessing the impact......Page 147
Coaching for safety leadership......Page 148
8. The Role of the Supervisor in Leading with Safety......Page 153
The pivotal role of the first-line supervisor......Page 154
Communication skills — the foundation......Page 155
The power of strong working relationships......Page 157
Fair decision-making and its effects......Page 159
Alignment: Incorporating organizational values and priorities into day-to-day activities......Page 161
Safety contacts: Getting an accurate picture of performance......Page 162
What the safety improvement process looks like at the worker level......Page 165
Engagement and cooperation......Page 166
Getting engaged in safety......Page 169
The safety improvement mechanism......Page 171
Implementing the process: team makeup and charter......Page 175
Roles at every level......Page 177
Leadership and reduction of exposure to hazards......Page 178
Best practices......Page 180
Getting started......Page 181
Section 5: Applications......Page 185
10. Planning for Change: Designing Intervention Strategies for Safety Improvement......Page 187
The importance of having an effective strategy for safety improvement......Page 188
Developing a strategic plan for safety improvement......Page 189
Armed services branch......Page 195
International metals and mining company......Page 200
International energy and utilities company......Page 203
Gulf coast chemical company......Page 207
Puerto Rican consumer products company......Page 210
11. Case Histories in Leading with Safety......Page 213
Shell Chemical, LP......Page 216
Petro-Canada......Page 223
PotashCorp......Page 231
Puerto Rican consumer products company......Page 237
12. NASA’s Approach to Transforming its Organizational Culture and Safety Climate......Page 243
Assessing the existing culture and climate......Page 246
Findings......Page 251
The intervention......Page 254
The culture change plan......Page 256
Results......Page 264
Glenn Research Center & Stennis Space Center......Page 267
Johnson Space Center......Page 270
Bibliography......Page 275
Index......Page 283