Challenging the safety quo

Safety is broken. The people who are responsible for helping you stay safe should be at the top of your Christmas card list, but all too often they are despised, ridiculed and ignored. But safety management is beginning to be challenged. Businesses have begun to realise that what they have been doing is no longer providing any additional value. The same issues are repeatedly raised by corporate leadership: How do we get our workforce engaged in safety? How do we improve safety systems to gain commitment from all employees? How do we improve safety understanding to make the case for change? How do we embed safety as an integral part of culture in an environment of ongoing change and cost pressure? Challenging the Safety Quo makes the case for change based on stagnating performance, identifies areas where there are problems and proposes alternative ways to progress. Provocative but practical, it outlines the business benefits to be gained from putting in place the right approaches to managing safety, although not in the way traditionally presented by most safety managers. This book translates theory into practice; putting an accessible, practical and usable spin on cutting-edge thinking in safety.

Introduction -- The problem -- The cast list -- The maturity relevance -- The paradigm shift -- Truths, half-truths and downright myths -- The triangular fallacy -- The priority confusion -- The benefit façade -- The number crunch -- The measurement folly -- The communication gap -- The zero paradox -- The worker implication -- The safety separation -- The systemectomy -- The miscellany -- Summary -- Your context -- The bespoke approach -- The leadifership bus -- The leadifership attribution -- The culture cascade -- The system alignment -- The people postulation -- The future evolution -- The highlights -- The resistance -- Appendices -- Index.