This book presents the scientific principles and real-world best practices of behavioral safety, one of the most mature and impactful applications of behavioral science to reduce injuries in industrial workplaces. The authors review the core principles of behavioral science and their application to modern safety processes. Process components are discussed in detail, including risk analysis and pinpointing, direct observation, performance feedback, reinforcing engagement, trending and functional analysis, behavior change interventions, and program evaluation. Discussions are complemented by industry best-practice case studies from world-class behavioral safety programs accredited by the Cambridge Center for Behavioral Studies (CCBS), which provide compelling evidence of the effectiveness of these behavioral science principles in reducing injury. The Science and Best Practices of Behavioral Safety is essential reading for safety professionals, process safety engineers, and leaders in companies who have implemented, or are considering implementing, behavioral safety; or as an aid to learning more about the scientific background behind effective and practical safety practices. Researchers, expert consultants, and students who are already familiar with the practice will also find the book a valuable source to further develop their expertise.
This thorough treatise provides you with empirical evidence, case studies, and effective models designed to help you develop reliable programs for promoting safety among high-risk drivers. Intervening to Improve the Safety of Occupational Driving: A Behavior-Change Model and Review of Empirical Evidence is plentifully illustrated with charts and tables for easy comprehension. Researchers and practitioners in the field of organizational behavior will find valuable data about various factors in safety programs, including community agents of change, static versus dynamic goal setting, using competition to encourage change, community feedback, and effects of multiple interventions.
Our tendency is to blame workers and label their personal failings as the cause of safety errors. Labeling does not solve problems that cause error. It is an illusion of human perception leading us to false conclusions resulting in dysfunctional practices that hurt the safety of our workers and the effectiveness of the systems we put in place to protect them. Learn a better way to analyze the behaviors of your employees to understand how they were put in a position to take the risk in the first place.
While environmentalists insist that lower rates of consumption of natural resources are essential for a sustainable future, many economists dismiss the notion that resource limits act to constrain modern, creative societies. The conflict between these views tinges political debate at all levels and hinders our ability to plan for the future. Supply-Side Sustainability offers a fresh approach to this dilemma by integrating ecological and social science approaches in an interdisciplinary treatment of sustainability. Written by two ecologists and an anthropologist, this book discusses organisms, landscapes, populations, communities, biomes, the biosphere, ecosystems and energy flows, as well as patterns of sustainability and collapse in human societies, from hunter-gatherer groups to empires to today's industrial world. These diverse topics are integrated within a new framework that translates the authors' advances in hierarchy and complexity theory into a form useful to professionals in science, government, and business. The result is a much-needed blueprint for a cost-effective management regime, one that makes problem-solving efforts themselves sustainable over time. The authors demonstrate that long-term, cost-effective resource management can be achieved by managing the contexts of productive systems, rather than by managing the commodities that natural systems produce.
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