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EB

ONLINE

Cham : Springer International Publishing AG, 2018

1 online resource (167 pages)

ISBN 9783319951294 (electronic bk.)

ISBN 9783319951287

SpringerBriefs in Applied Sciences and Technology Ser.

Print version: Gilbert, Claude Safety Cultures, Safety Models Cham : Springer International Publishing AG,c2018 ISBN 9783319951287

Intro -- Foreword -- Contents -- 1 An Industrial View on Safety Culture and Safety Models -- Abstract -- 1 Introduction -- 2 Various Industrial Contexts Leading to Different Histories of Safety Models and Safety Culture Approaches -- 2.1 The Nuclear Industry: The Case of EDF -- 2.2 The Railway Industry: The Case of the SNCF -- 2.2.1 Brief Presentation of the SNCF -- 2.2.2 Organisation and General Issues in Terms of Health and Safety -- 2.2.3 Needs Going Forward -- 2.3 The Energy Industry: The Case of ENGIE -- 2.3.1 Brief Presentation of ENGIE -- 2.3.2 Organisation and General Issues in Terms of Health and Safety -- 2.3.3 Culture and Safety Models: Several Approaches and Tools -- 2.3.4 Needs Going Forward -- 2.4 The Petrochemical Industry: The Case of TOTAL -- 2.4.1 Energy Company -- 2.4.2 The Way to Reach a High Level of Safety Performance -- 2.4.3 A Strong Safety Model Is Expected -- 2.4.4 Culture Prospective Broader Than Safety -- 3 A Common Core of Questions and Needs Around the Concepts of Safety Models and Safety Culture Throughout the Industry -- 3.1 How to Make One’s Way Through the Numerous (Safety) Models Available in the Academic or Consulting Worlds? -- 3.1.1 Co-existence of Several Safety Models: What to Choose and According to What Criteria, in the Nebulous "Safety Cloud" of the Academic and Consulting Worlds? -- 3.1.2 Should There Be a Global, Homogeneous, Model, or Several Models Adapted to Local Specific Features? -- 3.2 How to Apprehend the Safety Culture Notion? -- 3.2.1 Safety Culture: What for, and for What? -- 3.2.2 Safety Culture in Projects and International Aspects -- 4 Conclusion -- 5 Disclaimer -- References -- 2 Safety Models, Safety Cultures: What Link? -- Abstract -- 1 A Simple Question? -- 2 Shifting the Question -- 3 So What? -- References -- 3 Understanding Safety Culture Through Models and Metaphors -- Abstract.

1 Understanding Culture: A Brief Introduction -- 1.1 Definitions -- 1.2 The Nature of Culture -- 1.3 Schein’s Culture Model -- 1.4 Culture Development Model -- 1.5 Culture Integration -- 1.6 Elaborating the Development Model -- 2 Safety Culture Revisited: Images of Culture -- 2.1 Safety Culture as a Convenient Truth -- 2.2 Safety Culture as a Grading System -- 2.3 Safety Culture as a Liaison -- 2.4 Safety Culture as a Mirror -- 3 Assessing and Influencing Culture -- 3.1 Assessing Culture -- 3.2 Influencing Culture -- 4 Conclusion -- References -- 4 The Use and Abuse of "Culture" -- Abstract -- 1 Is Culture a Characteristic of Individuals or Groups? -- 2 National Versus Organisational Cultures -- 3 A Definition of Culture -- 4 Description Versus Explanation -- 5 The Sources of Organisational Culture -- 6 Emergent Versus Managerialist Culture -- 7 Safety Culture -- References -- 5 The Safety Culture Construct: Theory and Practice -- Abstract -- 1 Safety Culture Theory -- 1.1 The Safety Culture Construct -- 1.2 Influential Safety Culture Models -- 1.3 Reviewing the Evidence -- 2 Safety Culture Practice -- 2.1 Safety Leadership -- 2.2 Employee Engagement -- 2.3 A Safety Partnership -- 3 Summary -- References -- 6 A Pluralist Approach to Safety Culture -- Abstract -- 1 Two Types of Cultures: Safety-Culture-as-Tools (SCT) and Professional-Safety-Cultures (PSCs) -- 2 The Complex Relationships Between SCT and PSCs -- 3 Organizing the Dialog Between PSCs and SCT -- 4 Towards the Construction of "Hybrid" Professionals? -- 5 Conclusion: Three Conditions for the Management of Safety Cultures in a Pluralist Approach -- References -- 7 Culture as Choice -- Abstract -- 1 The Link Between Culture and Harm -- 2 Culture: What It’s Not -- 3 Culture as At-Risk Behavior -- 4 The Importance of Why -- 5 Improving Culture -- 6 Tangible Steps -- References.

8 Safety, Model, Culture -- Abstract -- 1 Safety, Model and Culture -- 2 The Visual Side of Safety -- 2.1 Control Rooms Interfaces -- 2.2 Risk Assessment Matrices -- 2.3 Safety Trends -- 2.4 Constructing Safety Through Seeing -- 2.5 Researching Through Drawing -- 2.6 The Heinrich-Bird Pyramid -- 2.7 A More Sophisticated Example: The Swiss Cheese Model -- 3 Strengths and Weaknesses of Visual Models -- 4 Conclusion -- References -- 9 On the Importance of Culture for Safety: Bridging Modes of Operation in Adaptive Safety Management -- Abstract -- 1 Introduction -- 2 Approaches to Uncertainty Management -- 3 Different Modes of Operation in Response to Changing Uncertainty Landscapes -- 4 The Role of Culture for Adaptive Safety Management -- 4.1 Recommendation 1: Understand the Limits to Managing Culture -- 4.2 Recommendation 2: Foster Culture as a Stabilizing Force in Adaptive Organizations -- 4.3 Recommendation 3: Build Culture by Bridging Worldviews and Accepting Ambiguity -- 5 Final Remarks -- References -- 10 Safety Culture and Models: "Regime Change" -- Abstract -- 1 Introduction -- 2 "Safety Culture", "Safety Cultures", "Cultures for Safety" -- 3 On the Limited Usage of "Safety Models" at the Shop Floor Level -- 4 Introducing "Safety Regimes" -- 5 Six Crucial Dimensions -- 6 Conclusion: Regime Change -- References -- 11 Safety Culture in a Complex Mix of Safety Models: Are We Missing the Point? -- Abstract -- 1 Introduction -- 2 Safety Culture as an Essential Ingredient: The Final Touch or Incorporated All Along? -- 3 Is the Solution as Simple as Deciding to Incorporate an Additional Ingredient? -- 4 Conclusion -- References -- 12 Key Issues in Understanding and Improving Safety Culture -- Abstract -- 1 Introduction -- 2 Integration and Differentiation in Organizational Culture Research.

1 Understanding Culture: A Brief Introduction -- 1.1 Definitions -- 1.2 The Nature of Culture -- 1.3 Schein’s Culture Model -- 1.4 Culture Development Model -- 1.5 Culture Integration -- 1.6 Elaborating the Development Model -- 2 Safety Culture Revisited: Images of Culture -- 2.1 Safety Culture as a Convenient Truth -- 2.2 Safety Culture as a Grading System -- 2.3 Safety Culture as a Liaison -- 2.4 Safety Culture as a Mirror -- 3 Assessing and Influencing Culture -- 3.1 Assessing Culture -- 3.2 Influencing Culture -- 4 Conclusion -- References -- 4 The Use and Abuse of "Culture" -- Abstract -- 1 Is Culture a Characteristic of Individuals or Groups? -- 2 National Versus Organisational Cultures -- 3 A Definition of Culture -- 4 Description Versus Explanation -- 5 The Sources of Organisational Culture -- 6 Emergent Versus Managerialist Culture -- 7 Safety Culture -- References -- 5 The Safety Culture Construct: Theory and Practice -- Abstract -- 1 Safety Culture Theory -- 1.1 The Safety Culture Construct -- 1.2 Influential Safety Culture Models -- 1.3 Reviewing the Evidence -- 2 Safety Culture Practice -- 2.1 Safety Leadership -- 2.2 Employee Engagement -- 2.3 A Safety Partnership -- 3 Summary -- References -- 6 A Pluralist Approach to Safety Culture -- Abstract -- 1 Two Types of Cultures: Safety-Culture-as-Tools (SCT) and Professional-Safety-Cultures (PSCs) -- 2 The Complex Relationships Between SCT and PSCs -- 3 Organizing the Dialog Between PSCs and SCT -- 4 Towards the Construction of "Hybrid" Professionals? -- 5 Conclusion: Three Conditions for the Management of Safety Cultures in a Pluralist Approach -- References -- 7 Culture as Choice -- Abstract -- 1 The Link Between Culture and Harm -- 2 Culture: What It’s Not -- 3 Culture as At-Risk Behavior -- 4 The Importance of Why -- 5 Improving Culture -- 6 Tangible Steps -- References.

3 From Description to Improvement: How Do We Move from Diagnosis to Treatment? -- 4 The Downside of Cultural Explanations for Safety -- 5 Conclusion -- References -- 13 Safety Cultures in the Safety Management Landscape -- Abstract -- 1 A Brief Historical Perspective on Culture and Safety -- 2 The Birth of "Safety Culture": Not Rocket Science but a Useful Concept -- 3 Safety Culture and Safety Paradigms -- 4 Safety Management Modes -- 5 Safety Culture and Safety Management Modes -- 6 Conclusion -- References -- 14 The Commodification of Safety Culture and How to Escape It -- Abstract -- 1 Introduction -- 2 The Safety Culture System -- 2.1 Conventionalizing -- 2.2 Engineering -- 2.3 Commodifying -- 3 A Spiral or a Circle -- 4 Restarting the Spiral -- 4.1 Ideas -- 4.2 Tools and Actors -- 5 Conclusion -- References -- 15 A Synthesis -- Abstract -- Afterword-A Number of Safety Models, Depending on Their Intended Use -- A Shared Term, but Four Distinct Positions -- The Roots and Variations of Culture -- The Question of Safety Models -- To Conclude.

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(Au-PeEL)EBL6422516

(MiAaPQ)EBC6422516

(OCoLC)1231611108