This timely new Third Edition includes discussion of new applications and developments in the field of behaviour based safety (BBS). Since the last edition, behaviour based safety has become both more common and more misunderstood. The author and his associates have developed new methods and refined existing ones. This timely new Third Edition includes discussion of new applications and developments in the field of behaviour-based safety (BBS). Since the last edition, behaviour-based safety has become both more common and more misunderstood. The author and his associates have developed new methods and refined existing ones. Foreword xiii John L. Henshaw Preface xvii Acknowledgments xxi Introduction Safety as metaphor for organizational excellence 1(4) Section 1: The Organizational Safety Model 5(18) The Organizational Safety Model 7(16) How safety leadership assures improvement 8(2) The primary importance of the Working Interface 10(1) Understanding the relationship of exposure events to injury events 11(3) The necessity of leading indicators 14(1) Enabling safety systems 15(1) Sustaining safety systems 16(1) Leadership creates organizational culture and safety climate 16(2) What motivates leaders to improve safety? 18(1) Influencing the behavior of safety leaders 19(1) Sustaining organizational change: Two critical elements 20(3) Section 2: The Safety Leadership Model 23(60) The Safety Leadership Model, Part 1 The personality, values, emotional commitment, and leadership style of the effective safety leader 25(20) The core elements: personality, values, and emotional commitment 27(3) Measurement of the Big Five 30(1) Applications of Big Five research to safety leadership 31(1) Using the findings to improve safety leadership 32(2) How leaders use the Big Five to improve safety effectiveness 34(1) The leader's values and emotional commitment to safety 35(3) Leadership style: transactional and transformational 38(5) Cultivating style 43(2) The Safety Leadership Model, Part 2 Best practices in safety leadership 45(14) The central role of leadership in safety 46(1) Leadership vs. management 47(1) Best practices in safety leadership 48(9) Measuring leadership best practices 57(2) The Safety Leadership Model, Part 3 Understanding organizational culture and safety climate 59(24) Primary dimensions of organizational culture and safety climate 61(1) Why some organizations respond to change more readily 62(5) The Organizational Culture Diagnostic Instrument (OCDI) 67(1) The Organization Dimension 68(7) The Team Dimension 75(2) The Safety-Specific Dimension 77(6) Section 3: The Leader's Role: Understanding two crucial aspects of human performance 83(30) Changing Behavior Using Applied Behavior Analysis 85(18) Applied behavior analysis in organizational settings 86(1) How applied behavior analysis supports safety improvement 87(1) Central concepts: antecedents, behavior, consequences 88(3) ABC Analysis as a tool 91(1) Example 1: Changing behavior at the leadership level 91(2) Considerations for identifying new consequences 93(4) Example 2: Changing behavior at the middle management level 97(4) Putting behavior analysis to work 101(2) The Effect of Cognitive Bias on Safety Decisions 103(10) Research findings on cognitive bias 104(1) Tragedy on Mount Everest in 1996 105(2) Applications to the organizational safety leader 107(1) Understanding cognitive bias 108(1) A manufacturing safety example 109(1) Putting knowledge of cognitive bias to work 110(3) Section 4: Engaging Employees 113(48) The Role of Executive Coaching in Leadership Development 115(14) Executive coaching: From remedial to developmental 116(1) A behavioral approach to leadership 116(2) The coaching process: Behavioral and contextual 118(1) Step One: Understanding the context 118(1) Step Two: Clarifying the client's unique point of view 119(1) Step Three: Gathering the data and writing a report 120(2) Step Four: The plan 122(1) Step Five: Implementing the plan 123(1) Step Six: Assessing the impact 123(1) Coaching for safety leadership 124(5) The Role of the Supervisor in Leading with Safety 129(32) The pivotal role of the first-line supervisor 130(1) Communication skills --- the foundation 131(2) The power of strong working relationships 133(2) Fair decision-making and its effects 135(2) Alignment: Incorporating organizational values and priorities into day-to-day activities 137(1) Safety contacts: Getting an accurate picture of performance 138(3) A Systematic Process for Reducing Exposure to Hazards What the safety improvement process looks like at the worker level 141(20) Engagement and cooperation 142(3) Getting engaged in safety 145(2) The safety improvement mechanism 147(4) Implementing the process: team makeup and charter 151(2) Roles at every level 153(1) Leadership and reduction of exposure to hazards 154(2) Best practices 156(1) Getting started 157(4) Section 5: Applications 161(90) Planning for Change: Designing Intervention Strategies for Safety Improvement 163(26) The importance of having an effective strategy for safety improvement 164(1) Developing a strategic plan for safety improvement 165(6) Examples of the development of strategic plans for safety improvement 171(1) Armed services branch 171(5) International metals and mining company 176(3) International energy and utilities company 179(4) Gulf coast chemical company 183(3) Puerto Rican consumer products company 186(3) Case Histories in Leading with Safety 189(30) Shell Chemical, LP 192(7) Petro-Canada 199(8) PotashCorp 207(6) Puerto Rican consumer products company 213(6) NASA's Approach to Transforming its Organizational Culture and Safety Climate 219(32) Assessing the existing culture and climate 222(5) Findings 227(3) The intervention 230(2) The culture change plan 232(8) Results 240(3) Glenn Research Center & Stennis Space Center 243(3) Johnson Space Center 246(5) Bibliography 251(8) Index 259