search for books and compare prices
Tables of Contents for Working Safe
Chapter/Section Title
Page #
Page Count
Part I: Orientation and alignment
Choosing the right approach
3
12
Selecting the best approach
3
4
Behavior-based programs
5
1
Comprehensive ergonomics
5
1
Engineering changes
5
1
Group problem solving
5
1
Government action (in Finland)
5
1
Management audits
6
1
Stress management
6
1
Poster campaigns
6
1
Personnel selection
6
1
``Near-miss'' reporting
7
1
The critical human element
7
1
The folly of choosing what sounds good
8
2
Relying on research
10
1
Start with behavior
11
1
In conclusion
11
4
Starting with theory
15
12
The mission statement
15
1
Theory as a map
16
2
Relevance to occupational safety
18
1
A basic mission and theory
18
2
Behavior-based vs. person-based approaches
20
2
The person-based approach
20
1
The behavior-based approach
21
1
Considering cost effectiveness
22
2
Integrating approaches
24
1
In conclusion
25
2
Paradigm shifts for total safety
27
14
The old three Es
27
2
Three new Es
29
1
Ergonomics
29
1
Empowerment
29
1
Evaluation
29
1
Shifting paradigms
30
7
From government regulation to corporate responsibility
30
1
From failure oriented to achievement oriented
31
1
From outcome focused to behavior focused
32
1
From top-down control to bottom-up involvement
33
1
From rugged individualism to interdependent teamwork
34
1
From a piecemeal to a systems approach
34
1
From fault finding to fact finding
35
1
From reactive to proactive
35
1
From quick fix to continuous improvement
35
1
From priority to value
36
1
Enduring values
37
1
In conclusion
37
4
Part II: Human barriers to safety
The complexity of people
41
12
Fighting human nature
41
3
Dimensions of human nature
42
2
Cognitive failures
44
3
Capture errors
45
1
Description errors
45
1
Loss-of-activation errors
46
1
Mode errors
46
1
Mistakes and calculated risks
47
1
Interpersonal factors
47
4
Peer influence
48
1
Power of authority
48
3
In conclusion
51
2
Sensation, perception, and perceived risk
53
14
Selective sensation or perception
53
5
Biased by context
55
1
Biased by our past
56
1
Relevance to achieving a Total Safety Culture
57
1
Perceived risk
58
5
Real vs. perceived risk
59
1
The power of choice
59
1
Familiarity breeds complacency
59
1
The power of publicity
60
1
Sympathy for victims
60
1
Understood and controllable hazards
60
1
Acceptable consequences
60
2
Sense of fairness
62
1
Risk compensation
63
1
Implications of risk compensation
63
1
In conclusion
64
3
Stress vs. distress
67
16
What is stress?
68
3
Constructive or destructive?
68
2
The eye of the beholder
70
1
Identifying stressors
71
1
Coping with stressors
72
6
Person factors
73
2
Fit for stressors
75
2
Social factors
77
1
Attributional bias
78
1
The fundamental attribution error
78
1
The self-serving bias
78
1
In conclusion
79
4
Part III: Behavior-based psychology
Basic principles
83
14
Primacy of behavior
84
3
Reducing at-risk behaviors
84
2
Increasing safe behaviors
86
1
Learning from experience
87
7
Classical conditioning
88
1
Operant conditioning
88
3
Observational learning
91
1
Overlapping types of learning
92
2
In conclusion
94
3
Identifying critical behaviors
97
14
The Do It process
98
1
Defining target behaviors
99
3
What is behavior?
101
1
Describing behaviors
101
1
Multiple behaviors
101
1
Observing behavior
102
4
A personal example
103
1
Using the critical behavior checklist
104
2
Two basic approaches
106
3
Starting small
106
2
Observing multiple behaviors
108
1
In conclusion
109
2
Behavioral safety analysis
111
16
Reducing behavioral discrepancy
111
7
Can the task be simplified?
112
1
Is a quick fix available?
113
1
Is safe behavior punished?
113
2
Is at-risk behavior rewarded?
115
1
Are extra consequences used effectively?
116
1
Is there a skill discrepancy?
116
1
What kind of training is needed?
116
1
Is the person right for the job?
117
1
In summary
117
1
Behavior-based safety training
118
2
Intervention and the flow of behavior change
120
3
Three types of behavior
120
1
Three kinds of intervention strategies
120
1
The flow of behavior change
121
2
Accountability vs. responsibility
123
1
In conclusion
123
4
Part IV: Behavior-based intervention
Intervening with activators
127
16
Specify behavior
128
2
Maintain salience with novelty
130
1
Habituation
130
1
Warning beepers: a common working example
130
1
Vary the message
131
1
Changeable signs
131
1
Worker-designed safety slogans
132
1
Involve the target audience
132
4
The ``Flash for Life''
133
2
The ``Airline Lifesaver''
135
1
Activate close to response opportunity
136
1
Buckle-up road signs
136
1
Implicate consequences
137
4
Incentives vs. disincentives
137
2
Setting goals for consequences
139
2
In conclusion
141
2
Intervening with consequences
143
16
The power of consequences
143
4
Intrinsic vs. extrinsic consequences
144
3
Internal vs. external consequences
147
1
Managing consequences for safety
147
5
The case against negative consequences
148
2
Discipline and involvement
150
2
``Dos'' and ``don'ts'' of safety rewards
152
5
Doing it wrong
152
1
Doing it right
153
2
An exemplary incentive/reward program
155
1
Safety thank-you cards
156
1
In conclusion
157
2
Intervening as a behavior-change agent
159
16
Intervening as a safety coach
159
14
``C'' for care
160
2
``O'' for observe
162
6
``A'' for analyze
168
1
``C'' for communicate
169
3
``H'' for help
172
1
In conclusion
173
2
Intervening with supportive conversation
175
16
The power of conversation
175
1
The art of improving conversation
176
4
Do not look back
176
1
Seek commitment
177
1
Stop and listen
177
1
Ask questions first
178
1
Transition from nondirective to directive
179
1
Beware of bias
179
1
Recognizing safety achievement
180
4
Recognize during or directly after safe behavior
182
1
Make recognition personal for both parties
182
1
Connect specific behavior with general higher-level praise
183
1
Deliver recognition privately and one-on-one
183
1
Let recognition stand alone and soak in
183
1
Use tangibles for symbolic value only
183
1
Secondhand recognition has special advantages
184
1
Receiving recognition well
184
3
Avoid denial and disclaimer statements
185
1
Listen attentively with genuine appreciation
185
1
Relive recognition later for self-motivation
186
1
Show sincere appreciation
186
1
Recognize the person for recognizing you
186
1
Embrace the reciprocity principle
186
1
Ask for recognition when deserved but not forthcoming
187
1
In conclusion
187
4
Part V: Actively caring for safety
Understanding actively caring
191
14
What is actively caring?
191
5
Three ways to actively care
192
1
Why categorize actively caring behaviors?
193
1
An illustrative anecdote
194
1
A hierarchy of needs
195
1
The psychology of actively caring
196
3
Lessons from research
197
2
A consequence analysis of actively caring
199
2
The power of context
201
2
Context at work
202
1
In conclusion
203
2
The person-based approach to actively caring
205
12
Actively caring from the inside
205
7
Person traits vs. states
206
1
Actively caring states
206
6
Actively caring and emotional intelligence
212
3
Safety, emotions, and impulse control
213
1
Nurturing emotional intelligence
214
1
In conclusion
215
2
Increasing actively caring behaviors
217
16
Enhancing the actively caring person states
218
6
Self-esteem
218
1
Self-efficacy
219
1
Personal control
220
2
Optimism
222
1
Belonging
223
1
Directly increasing actively caring behaviors
224
4
Education and training
225
1
Consequences for actively caring
225
1
The reciprocity principle
225
1
Commitment and consistency
226
2
In conclusion
228
5
Part VI: Putting it all together
Promoting high-performance teamwork
233
14
Cultivating high-performance teamwork
233
11
Selecting team members
234
1
Clarify the assignment
235
1
Establish a team charter
235
3
Develop an action plan
238
1
Make it happen
239
2
Evaluate team performance
241
1
Disband, restructure, or renew the team
242
2
In conclusion
244
3
Evaluating for continuous improvement
247
12
Measuring the right stuff
248
1
Developing a comprehensive evaluation process
248
8
What to measure?
249
1
Evaluating environmental conditions
250
2
Evaluating work practices
252
1
Evaluating person factors
252
2
Evaluating costs and benefits
254
2
You can't measure everything
256
1
In conclusion
257
2
Obtaining and maintaining involvement
259
14
Starting the process
260
4
Management support
260
1
Creating a safety steering team
260
1
Developing evaluation procedures
260
1
Setting up an education and training process
261
2
Sustaining the process
263
1
Follow-up instruction/booster sessions
263
1
Troubleshooting and fine-tuning
264
1
Cultivating continuous support
264
3
Where are the safety leaders?
264
3
Overcoming resistance to change
267
3
In conclusion
270
3
Reviewing the principles
273
18
The 50 principles
273
15
In conclusion
288
3
References
291
2
Index
293