Robert J. de Boer MSc Ph.D. (1965) was trained as an aerospace engineer at Delft University of Technology.
Meer over Robert de BoerSafety Leadership
A Different, Doable and Directed Approach to Operational Improvements
Paperback Engels 2021 9780367652753Samenvatting
Aimed at those who are responsible for the overall performance of organisations, divisions or departments in diverse industries such as healthcare, aviation, construction, oil and gas, nuclear, railways and defence, this book introduces a new safety paradigm in comprehensible and practical terms. It aims at improving safety and overall organisational performance through a doable, different and directed approach using multiple small steps.
This book will help readers in understanding how to integrate the natural variability of human performance – and our ability to compensate for unpredictability elsewhere – into organisational systems, thereby ensuring successful outcomes. It covers important topics, including complexity, effective workplace innovations, micro-experiments, maintaining alignment between rules and reality, maximising learning and restoring relations. It includes practical examples and supporting material referenced in the expansive notes section.
This book:
- Presents multiple small steps that collectively facilitate the improvement of safety
- Discusses improving safety in routine work;, not triggered by accidents
- Covers a chapter on what to do when things go wrong
- Discusses these methods with the help of numerous vignettes
- Has a separate section on each industry
Safety professionals, academicians, researchers and students (undergraduate and graduate) in health and safety, human factors, ergonomics, occupational health and safety will also appreciate the brevity and clarity of this work in conveying the latest scientific insights on safety.
Specificaties
Lezersrecensies
Inhoudsopgave
1.1 A different, doable and directed approach to safety
1.2 Why you might want to read this book
1.3 Reading guide
2 Your Role as a Leader
2.1 Welcoming ‘bad news’
2.1.1 Creating psychological safety
2.1.2 Avoiding retribution
2.2 Setting the scene
2.2.1 Making sense of the situation
2.2.2 Trading targets for transparency
2.2.3 Circumventing confusion about culture
2.3 Redirecting the safety department
2.4 Conclusion
3 Alignment between rules and reality
3.1 Work-as-Imagined
3.2 Work-as-Done
3.3 The elusive gap
3.4 Identifying gaps
3.5 Closing the gap
3.6 Maintaining alignment between rules and reality
3.7 The soft skills
3.8 Conclusion
4 Effective workplace innovations
4.1 Complexity
4.2 Micro-experiments
4.3 Designing and executing micro-experiments
4.4 Conclusion
5 Staying safe
5.1 Drifting into failure
5.1.1 Competition and scarcity
5.1.2 Decrementalism
5.1.3 Sensitivity to initial conditions
5.1.4 Unruly technology
5.1.5 Contribution of protective structures
5.2 Countering eroding safety margins
5.2.1 Keeping the discussion on risk alive
5.2.2 Building expertise
5.3 Conclusion
6 What to do when things go wrong
6.1 Hearing about incidents
6.2 Understanding the event
6.3 Maximising Learning
6.4 Restoring relations
6.4.1 The triggering event
6.4.2 Three simple questions
6.4.3 The demanding nature of Restorative Practice
6.4.4 If Restorative Practice fails
6.5 Conclusion
7 Taking action
7.1 Ultra-safe industries
7.2 Process industry and road infrastructure
7.3 Construction industry
7.4 Healthcare
7.5 Military
7.6 Regulatory bodies
7.7 Conclusion
References
Rubrieken
- advisering
- algemeen management
- coaching en trainen
- communicatie en media
- economie
- financieel management
- inkoop en logistiek
- internet en social media
- it-management / ict
- juridisch
- leiderschap
- marketing
- mens en maatschappij
- non-profit
- ondernemen
- organisatiekunde
- personal finance
- personeelsmanagement
- persoonlijke effectiviteit
- projectmanagement
- psychologie
- reclame en verkoop
- strategisch management
- verandermanagement
- werk en loopbaan