Geller Ch 13

1
Geller Ch 1-3
2
Intro

• Both behaviors and attitudes require attention in
  order to develop large scale and long term
  improvement
• You must accept this assumption in order to read
  this book
• Integrating behavior and attitudes for a
  system-wide cultural transformation
• Behavior analysis works, but for it to work,
  people need to accept and use the techniques, and
  this is where a broader perspective is needed
• Winning friends and influencing people
• Working with others is necessary

3
Approaches to Safety Mgt

• According to Guastello (1993)
• Behavioral and comprehensive engineering
  approaches are most effective
• Personnel selection approaches are least
  effective

4
Approaches to Safety Mgt

• Behavior-based
• Training regarding safe and at-risk behavior,
  systematic observation, and recording of target
  behaviors, and feedback to workers. Some include
  goal setting/incentives.
• Comprehensive ergonomic
• Adjusting of work conditions/equipment in order
  to reduce hazards, usually involves some
  diagnostic survey or analysis to determine what
  in the environment to change

5
Approaches to Safety Mgt

• 3. Engineering changes
• Comprehensive redesign of the process and
  equipment. This often produces new risks to
  workers.
• 4. Group problem solving
• People meet and discuss safety issues and develop
  action plans for improvement
• 5. Government action
• 6. Management audits
• Managers administer a standard survey involving
  20 components of safety in general
• 7. Stress management
• Teach people how to deal with stressors, e.g.,
  exercise stretch and flex
• Poster campaigns

6
Approaches to Safety Mgt

• 9. Personnel selection
• During the hiring process, screen out people
  likely to be injured
• 10. Near miss reporting
• Every approach to safety requires that we examine
  the human element.
• Without research, wed be lost. Most research
  does not support commonly held beliefs (p. 10)

7
Ch 2 Starting with Theory

• Theory
• A set of guiding principles that makes it
  possible to evaluate the validity of program
  goals and intervention strategies.
• In a total safety culture
• People feel responsible for safety
• Go beyond the call of duty to ID unsafe things
  intervene to fix them
• Safe practices are supported by reward from
  supervisors
• People actively care for themselves and others
• Safety is a value linked with every priority in
  the org.

8
Safety Culture

• Requires attention to three factors
• Person
• Knowledge, skills, abilities,
• Environment
• Equipment, tools, machines, etc.
• Behavior
• Complying, coaching, recognizing, communicating,
  etc.
• Person-based vs behavior-based (p 21)
• Describe each briefly

9
Ch 3 Paradigm shifts

• The old three Es
• Engineer
• Educate
• Enforce
• The new three Es
• Ergonomics
• Empowerment
• Evaluation

10
10 Required Shifts in Thinking/Action

• From govt regulation to corporate responsibility
• From failure oriented to achievement oriented
• Earning R or avoiding R-???
• From outcome focused to behavior focused
• From top-down control to bottom-up involvement
• From individualism to teamwork
• From piecemeal to systems approach
• From fault finding to fact finding
• From reactive to proactive
• From quick fix to continuous improvement
• From priority to value