Since the advent of the safety function, it’s been borrowing tools from other disciplines and building practices based on data gleaned from the earliest research in industrial psychology.
The Tuesday keynotes at NSC are sure to impress. The morning motivational keynote focuses on “The Human Side of Injury Prevention,” where two of the most powerful and dynamic speakers in the country team up to teach interpersonal dimension of occupational safety. The experts are E. Scott Geller, PhD, senior partner at Safety Performance Solutions, which specializes in behavior-based safety training, and Charlie Morecraft, president and CEO of Phoenix Safety Management.
Every leader who is credible, fair, and cares about his workers can push their performance to an entirely new level – particularly if three traits are used as their primary base of influence
During the late 1970s, Judy Komaki and her behavioral psychologist colleagues used their methodology in a food manufacturing facility to improve the safety performance by focusing on reinforcing safe behaviors (Komaki, Barwick, & Scott, 1978). This was the birth of behavior-based safety (BBS).
Two years ago, I co-authored an article with Margaret Hanson in SHP magazine about behavior change in a health and safety context (Just one more thing, SHP, July 2013). In the article, we discussed one model in particular – the COM-B (1) – which we liked for its elegance and simplicity and which we valued for the research base from which it is drawn.
