The behavior-based safety process : managing involvement for an injury-free culture Thomas R. Krause

Includes bibliographical references (p. 331-335) and index.

1. Recent Developments in Behavior-Based Safety -- 2. The Next Generation in Behavioral Safety Methods: Targeted Performance Improvement -- 3. Foundation Concepts of Behavior-Based Safety Management -- 4. Measuring Safety Performance - The Process Approach -- 5. Data-Based Action-Planning for Continuous Improvement -- 6. Introducing the Behavior-Based Safety Process to a Site -- 7. Developing Organizational Alignment for Safety - Critical Safety Behaviors and Practices for Managers -- 8. Implementation Roles and Responsibilities -- 9. Data Management for Behavioral Observation -- 10. Training for the Basic Skills of the Process -- 11. Developing and Reviewing the Behavioral Inventory -- 12. Training Observers and Conducting Kickoff Meetings -- 13. Outcomes and Case Histories -- 14. Self-Observation -- 15. Behavior-Based Incident Investigation -- 16. Improving the Quality of Behavior-Based Safety - A Model -- 17. Implementation Models 18. Transitioning Away from Safety Incentive Programs.

The Behavior-Based Safety Process Since the behavior-based approach to accident prevention was launched in 1980 by the author and his associates, safety performance is increasingly prominent on the agendas of many companies. Several powerful factors contribute to this trend. The widespread reorganization of personnel into work-groups that are leaner and more self-directed, the increasing importance of international competition, the growing awareness of critical environmental issues these and related factors highlight the value of any mechanism that promotes continuous improvement in safety performance. Detailing a step-by-step approach to just such a mechanism for continuous improvement, The Behavior-Based Safety Process is a path-breaking guide that represents an important resource for anyone concerned with performance related issues in the workplace. As the title indicates, the focus is on process versus programs. The reason is simple: off-the-shelf safety imposed from the top down does not meet the safety needs of most organizations. This fact has been abundantly demonstrated in facility after facility throughout the 1970s and 1980s. In genuinely meeting the need for continuous improvement in safety performance, the behavior-based approach presents many parallels with the quality improvement process.