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

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