Dominic Cooper Ph.D.

Cooper is the CEO of B-Safe Management Solutions. With more than 25 years practical hands-on experience, and a past Professor of Safety and I/O Psychology at Indiana University, Bloomington he is an award winning author, a Chartered Psychologist, Associate Fellow of the British Psychological Society (BPS), Chartered Fellow of the Institute of Occupational Safety & Health (IOSH), a Member of the American Society of Safety Engineers (ASSE) and a Member of the Society of Petroleum Engineers (SPE). Dominic has written extensively on the measurement of safety performance and safety culture in both academic and practitioner journals. A world renowned behavior-based safety expert with some 160 publications to his credit, he works as a professional advisor and as a project manager for single and multi-site projects on safety culture improvement initiatives.

Shortcuts are here to stay – go with the flow!

November 24, 2015

People are hard-wired to take shortcuts due to the balance between energy intake (i.e. food) and energy output (i.e. effort spent on an activity) which means we automatically take the “path of least resistance.”

Reducing serious injuries & fatalities

Link SIF programs to your safety culture

Dominic Cooper Ph.D.

September 3, 2014

Heinrich’s1 Injury Triangle asserted that minor injuries predict serious injuries, and by controlling the causes behind minor injuries, serious injuries and fatalities (SIFs) will also be controlled.

How to develop a culture of safety competency

Dominic Cooper Ph.D. Lucas Finley MS

February 28, 2014

Competence is defined as “the ability of an individual or organization to do a job properly.” Competencies comprise of a set of defined behaviors (i.e. standards) that provide a structured guide enabling the identification, development and evaluation of specific behaviors so people can do their job properly.

Understanding change management processes

Dominic Cooper Ph.D. Lucas Finley MS

November 15, 2013

Improving a Safety Culture requires a set of change management processes to be employed to ensure that any significant change initiatives are rolled-out in a controlled and systematic manner.

Developing a “Just and Fair” culture

Dominic Cooper Ph.D. Lucas Finley MS

November 8, 2013

Trust is one of the fundamental aspects contained in the British Health & Safety Executive’s ubiquitous definition of Safety Culture, which states “organizations with a positive Safety Culture are characterized by communications founded on mutual trust, by shared perceptions of the importance of safety, and by confidence in the efficacy of preventative measures”[i].

Develop policies & strategies to support the culture-building (or repair) partnership

Dominic Cooper Ph.D. Lucas Finley MS

October 29, 2013

If, after reading this, you have identified that you may have some features of a broken Safety Culture, or you just want to enhance your existing efforts, you may want to consider the following:

Gaining executive level sponsorship for changes to your safety culture

Dominic Cooper Ph.D. Lucas Finley MS

October 28, 2013

Without clear, strong sponsorship from executive leadership and other management teams, a change process is unlikely to [a] secure the necessary resources, [b] have the means to obtain and retain the support of others, and/or [c] overcome the tendency of many to resist change.