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. Both of these approaches use scientific methods to identify, measure, and provide feedback on upstream factors of excellence. In the case of the behavior-based approach to safety, these upstream factors are critical behaviors that are the leading indicators of safety performance in the organization, targeting areas of concern in advance of even first-aid incidents. For an in-depth treatment of how to integrate behavioral and statistical methodologies, see the author’s companion volume from Van Nostrand Reinhold: Employee-Driven Systems for Safe Behavior. In addition to presenting these parallels with quality. The Behavior-Based Safety Process also provides powerful techniques aimed at implementation issues: organizational development, trainer-training, and employee involvement. The author and his associates developed these techniques over a decade of consultation with a variety of industries, working closely in that time with such safety leaders as Monsanto, Shell Chemical Company, ARCO Chemical, ALCOA, Rohm and Haas, Scott Paper Company, Georgia Gulf Corporation, The Pillsbury Company, and Chevron U.S.A.

Employee-Driven Systems for Safe Behavior Throughout the reign of Total Quality Management (TQM), the author and his associates pioneered and field-tested a behavior-based approach to continuous safety improvement. Strong on fundamentals, Employee-Driven Systems for Safe Behavior shows how leading companies have applied TQM in safety since the mid-1980s. This book was written for all safety professionals dedicated to accident prevention and presents the methods used by more than 130 companies to achieve continuous improvement in their safety performance. Part One The Safety/Quality Connection provides an overview of the behavioral theory at the foundation of this approach. Part Two Methods for Continuous Improvement in Safety introduces key procedures and instruments of the behavior- based approach to safety, such as the inventory of critical safety-related behaviors, peer-to-peer observation and feedback, and statistical analysis of behavioral data. Part Three Current Issues in Behavior-Based Safety presents issues in behavioral management including ergonomics, employee selection, and incident investigation. Part Four Results and Case Histories profiles case histories of implementations at companies such as Monsanto, Chevron, and PPG Industries, Inc. The material presented in Employee-Driven Systems for Safe Behavior was developed by the author and his colleagues in hundreds of conference and training sessions with safety professionals, managers, and wage-roll personnel from companies across all industries and regions of the U.S. and Canada, and in Australia, Jamaica, and Britain.

Building on years of research and experience in the field, "Leading with Safety" redefines organizational safety as an activity that both leads other performance areas and in turn must be led. Thomas Krause poses the question, ""What does it take to be a great safety leader?" --" and answers with a comprehensive new model for understanding safety leadership as it affects organizational culture and safety climate. "Leading with Safety" defines the practices, tools, and systems essential to creating an injury-free workplace, including the role of employees at each level, special considerations for coaching the senior executive leader, and the two crucial aspects of human performance that every leader needs to know. Ending with inspiring real-world examples or organizations that have put these tools into practice, "Leading with Safety" is written for any leader who wants to lead with safety toward a more robust, productive and effective organization.

Written by industry professionals: a workplace safety specialist in conjunction with a practicing physician and medical manager. Provides recommendations for assessing hospital safety practices as well as specific suggestions for behavioural interventions. Brings a systematic approach to healthcare safety, identifying common problems through illustrative case studies and offering solutions. Offers several different perspectives including patient safety, doctor safety, and administrator safety.