Safety Cultures, Safety Models : : Taking Stock and Moving Forward.

Safety Cultures, Safety Models : : Taking Stock and Moving Forward.

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Bibliographic Details
Superior document:SpringerBriefs in Applied Sciences and Technology Series
:
Gilbert, Claude.
TeilnehmendeR:
Journé, Benoît.
Laroche, Hervé.
Bieder, Corinne.
Place / Publishing House:Cham : : Springer International Publishing AG,, 2018.
©2018.
Year of Publication:2018
Edition:1st ed.
Language:English
Series:SpringerBriefs in Applied Sciences and Technology Series
Online Access:
Physical Description:1 online resource (167 pages)
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Table of Contents:
  • 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.
  • 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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