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E-grāmata: Essentials of Safety: Maintaining the Balance

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(Raede Consulting, Australia)
  • Formāts: 264 pages
  • Izdošanas datums: 26-Sep-2021
  • Izdevniecība: CRC Press
  • Valoda: eng
  • ISBN-13: 9781000436198
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Essentials of Safety: Maintaining the BalancePalielināt
  • Formāts: 264 pages
  • Izdošanas datums: 26-Sep-2021
  • Izdevniecība: CRC Press
  • Valoda: eng
  • ISBN-13: 9781000436198
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This book is not about safety. It is about people and leadership. It explores the few things in Safety that sit beneath all of the complexity and complicatedness of the workplace and that we simply must get right. It explores what the underlying elements are that look through each of the lenses of the Individual, Leaders and leadership, the Systems we use and the workplace Cultures.

It does this by exploring each of 12 underlying elements (Chapter 1), what leaders practices and routines might look like (Chapter 2), barriers to implementation and their remedies (Chapter 3), how to use the Essentials of Safety to learn after incidents (Chapter 4), and how to measure the effectiveness in the workplace of each of the essential elements (Chapter 5). It is designed to promote thinking, not to be a set of instructions. It is aimed at students, safety practitioners, leaders in the industry at all levels and anyone interested in understanding what good might look like in the safety and leadership space.
Foreword xi
Acknowledgements xiii
Author xv
Introduction xvii
1 The Essentials of Safety Elements
1(72)
Thinking
1(1)
Understanding Their `Why'
1(3)
An Example
4(1)
Chooses and Displays Their Attitude
5(2)
An Example
7(1)
Adopts a Growth Mindset -- including a Learning Mindset
7(7)
An Example
14(1)
Has a High Level of Understanding and Curiosity about How Work Is Actually Done
15(6)
An Example
21(1)
Understands Their Own and Others' Expectations
22(3)
An Example
25(1)
My View of Procedures
25(2)
Understands the Limitations and Use of Situational Awareness
27(4)
An Example
31(1)
Doing
32(1)
Listens Generously
32(2)
An Example
34(1)
Plans Work Using Risk Intelligence
34(6)
An Example
40(1)
Controls Risk
41(11)
Applies a Non-Directive Coaching Style to Interactions
52(4)
Goal
56(1)
Reality
57(1)
Options
57(1)
Wrap-Up
58(1)
An Example
59(1)
Has a Resilient Performance Approach to Systems Development
60(3)
Safety Oscillations Model
63(3)
Adopts an Authentic Leadership Approach When Leading Others
66(3)
Conclusion
69(1)
Further Reading
70(1)
Understands Their `Why'
70(1)
Chooses and Displays Their Attitude
71(1)
Adopts a Growth Mindset - including a Learning Mindset
71(1)
Has a High Level of Understanding and Curiosity about How Work Is Actually Done
71(1)
Understands Their Own and Others' Expectations
71(1)
Listens Generously
71(1)
Understands the Limitations and Use of Situational Awareness
71(1)
Plans Work Using Risk Intelligence
72(1)
Controls Risk
72(1)
Applies a Non-Directive Coaching Style to Interactions
72(1)
Has a Resilient Performance Approach to Systems Development
72(1)
Adopts an Authentic Leadership Approach When Leading Others
72(1)
2 Leaders' Perspectives: Practices and Routines
73(26)
Introduction
73(1)
Understands Their `Why'
73(3)
Chooses and Displays Their Attitude
76(1)
Adopts a Growth Mindset - including a Learning Mindset
77(3)
Has a High Level of Understanding and Curiosity about How Work Is Actually Done
80(2)
Understands Their Own and Others' Expectations
82(3)
Understands the Limitations and Use of Situational Awareness
85(2)
Listens Generously
87(2)
Plans Work Using Risk Intelligence
89(2)
Controls Risk
91(2)
Applies a Non-Directive Coaching Style to Interactions
93(2)
Has a Resilient Performance Approach to Systems Development
95(1)
Adopts an Authentic Leadership Approach When Leading Others
96(1)
Summary
97(2)
3 Barriers and Their Remedies
99(30)
Introduction
100(1)
Understands Their `Why'
100(4)
Chooses and Displays Their Attitude
104(1)
Adopts a Growth Mindset - including a Learning Mindset
105(3)
Has a High Level of Understanding and Curiosity about How Work Is Actually Done
108(2)
Understands Their Own and Others' Expectations
110(2)
Understands the Limitations and Use of Situational Awareness
112(2)
Listens Generously
114(3)
Plans Work Using Risk Intelligence
117(3)
Controls Risk
120(2)
Applies a Non-Directive Coaching Style to Interactions
122(2)
Has a Resilient Performance Approach to Systems Development
124(2)
Adopts an Authentic Leadership Approach When Leading Others
126(3)
4 The Essentials of Safety as a Driver of Learning
129(36)
Understands Their `Why'
131(1)
Chooses and Displays Their Attitude
132(1)
Adopts a Growth Mindset - including a Learning Mindset
133(1)
Has a High Level of Understanding and Curiosity about How Work Is Actually Done
134(2)
Understands Their Own and Others' Expectations
136(1)
Understands the Limitations and Use of Situational Awareness
136(2)
Listens Generously
138(1)
Plans Work Using Risk Intelligence
138(1)
Controls Risk
139(1)
Applies a Non-Directive Coaching Style to Interactions
140(1)
Has a Resilient Performance Approach to Systems Development
140(1)
Adopts an Authentic Leadership Approach When Leading Others
141(1)
Example: Using the Essentials of Safety in a Workplace-Incident Learning Study
142(14)
Chapter appendix A: Post-incident data-gathering conversations (AKA Interviews)
156(2)
Phase 1 Greet and build rapport
158(1)
Phase 2 Cover the purpose of the conversation
159(1)
Phase 3 Initiating a free recall of the event
159(1)
Phase 4 Questioning
159(1)
Phase 5 Varied retrieval
160(1)
Phase 6 Summary
160(1)
Phase 7 Closure
160(1)
Chapter appendix B: Learning from getting it right: How to run a simple LNW review
160(5)
5 Assessing and Measuring Success
165(56)
Thinking
168(1)
Understands Their `Why'
168(2)
Chooses and Displays Their Attitude
170(2)
Adopts a Growth Mindset - including a Learning Mindset
172(1)
Has a High Level of Understanding and Curiosity about How Work Is Actually Done
173(2)
Understands Their Own and Others' Expectations
175(1)
Understands the Limitations and Use of Situational Awareness
176(2)
Doing
178(1)
Listens Generously
178(5)
Plans Work Using Risk Intelligence
183(2)
Controls Risk
185(1)
Applies a Non-Directive Coaching Style to Interactions
186(1)
Has a Resilient Performance Approach to Systems Development
187(2)
Adopts an Authentic Leadership Approach to Leading Others
189(1)
In Summary
190(1)
Chapter Appendix - Measurement Protocols Forms
191(1)
Understands Their `Why'
191(3)
Chooses and Displays Their Attitude
194(1)
Adopts a Growth Mindset
195(3)
Adopts a Growth Mindset - including a Learning Mindset
198(1)
Has a High Level of Understanding and Curiosity about How Work is Actually Done
199(1)
Has a High Level of Understanding and Curiosity about How Work is Actually Done Interview Worksheet
200(1)
Understands Their Own and Others' Expectations
201(3)
Understands the Limitations and Use of Situational Awareness
204(1)
Understands the Limitations and Use of Situational Awareness Field Visit Worksheet
205(1)
Listens Generously - For Observed Behaviour Measurement
206(2)
Listens Generously -- For Declared Behaviour Measurement
208(2)
Plans Work Using Risk Intelligence
210(1)
Controls Risk
211(2)
Applies a Non-Directive Coaching Style to Interactions
213(1)
Has a Resilient Performance Approach to Systems Development
214(3)
Adopts an Authentic Leadership Approach When Leading Others
217(2)
Adopts an Authentic Leadership Approach When Leading Others' Interview Worksheet
219(2)
Conclusion 221(4)
Must-Read Bibliography: Books and Articles 225(6)
Index 231
Ian Long has a degree in Science and post grad studies in Occupational Hygiene. After some 18 years working in various industries and roles, he has worked predominantly in the minerals extraction and processing industry. During this last 25 years, he has worked in Oil and Gas, Chemical industries and semi-Government industries. He held roles ranging from Safety Advisor though to Vice President of Health, Safety and Environment within BHP. He now runs his own company, Raeda Consulting, providing mentoring, coaching and training in leadership and in incident investigations around the world. He has also facilitated many serious workplace incident investigations. His purpose in life, his Why, is to share ideas, concepts and practicalities in safety and leadership with as many people as will listen, so that people start to think differently and positively about the why, what and how of the things they do in both leadership and safety. Essentials of Safety is his second published book. The first being Simplicity in Safety Investigations. This was published by Routledge in 2017.
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