Integrating Behavioral Science with Human Factors to Address Process Safety

Rodriguez, Manuel A.; Bell, James P.; Brown, Michelle; Carter, Donna

doi:10.1080/01608061.2017.1340924

Cited by 12 publications

(8 citation statements)

References 21 publications

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“…Reason (2016) explained that while human involvement in the design, construction, maintenance, and operation of hazardous technologies makes human failures instead of technical failures the most probable causes of incidents at the workplace, however, it is important to understand how the combination of controls put in place by the organizational leadership may have confined the natural variability of human to act safely. Rodriguez, Bell, Brown, and Carter (2017) argued that to drive a significant improvement in an organization's process safety performance requires understanding the induced mechanisms that caused human failures to occur. These induced mechanisms are usually created by workplace conditions based on decisions made by organizational leadership.…”

Section: Introductionmentioning

confidence: 99%

Influence of Leadership Practices on Organizational Safety Performance

Sadiq

2020

BEL

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This study analyzes the reasons why leadership does not influence the counteraction to incidents (through the implementation of safety systems and technology), which cause serious injuries or deaths in US oil and gas companies. The modified Delphi method summarizes eight oil and gas industry experts’ consensus on how leadership can reduce workplace incidents and improve organizational safety performance. The study selects eight safety specialists and leadership experts in executive positions in the US oil and gas industry, who participated in three rounds of discussions regarding the impact of leadership practices on the effectiveness of the safe conditions and were interviewed through a series of questionnaires. The study identifies five key aspects that can help improve the safety process efficiency in the company and provide the basis for future research: empowering employees to stop dangerous operations; formation of effective health, safety and environmental management system; employees’ involvement in the formation of organizational safety initiatives, the creation of corporate culture in the company, the use of consistent behavior patterns in promoting safety improvements across the organization. The study concludes that preventing incidents and improving safety performance in an organization requires effective coordination of the five components, which, according to the experts’ evaluations are the most important in terms of organization development. Therefore, leaders and practitioners in this field, who often face safety performance challenges, should apply a safety ecosystem approach to prevent incidents from occurring and improve safety performance within their businesses. The study results contribute towards a deeper understanding of how organizational management can apply existing knowledge on compliance with safe working conditions to prevent incidents in the company using different strategies to counteract them. The study identifies the main limitations related to the use of the modified Delphi method. They include the difficulties in determining the optimal sample size and attracting a sufficient number of study participants. The second limitation is that due to fewer participants, the conclusion from the study represents the views of the participants which may vary if a sufficiently large number of participants took part in the study. Keywords: Incident Prevention, Leadership, Management System, Organizational Culture, Safety Culture.

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Section: Introductionmentioning

confidence: 99%

Influence of Leadership Practices on Organizational Safety Performance

Sadiq

2020

BEL

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“…3. For this purpose, we adopt a definition of human error mentioned by the Center for Chemical Process Safety (AIChE) in Rodriguez et al (2017):…”

Section: Insight On Insiders' Threatmentioning

confidence: 99%

“…Unfortunately, social engineers use weapons to influence and manipulates persons to disclose sensitive information or granting unauthorized access. Cialdini identified six principles of influence that guide human behavior (Rodriguez et al 2017): Reciprocity, scarcity, authority, consistency, liking and consensus. The authors in Haycock and Matthews (2016) have addressed them in their "Persuasive Advocacy" article.…”

Section: Weapons Of Influencementioning

confidence: 99%

Review and insight on the behavioral aspects of cybersecurity

Lahcen

Caulkins²,

Mohapatra

et al. 2020

Cybersecur

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Stories of cyber attacks are becoming a routine in which cyber attackers show new levels of intention by sophisticated attacks on networks. Unfortunately, cybercriminals have figured out profitable business models and they take advantage of the online anonymity. A serious situation that needs to improve for networks' defenders. Therefore, a paradigm shift is essential to the effectiveness of current techniques and practices. Since the majority of cyber incidents are human enabled, this shift requires expanding research to underexplored areas such as behavioral aspects of cybersecurity. It is more vital to focus on social and behavioral issues to improve the current situation. This paper is an effort to provide a review of relevant theories and principles, and gives insights including an interdisciplinary framework that combines behavioral cybersecurity, human factors, and modeling and simulation.

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“…The central premise of a Behavioral Systems Analysis is that organizations are complex systems and that changes in any one aspect of performance in an organization may affect the performance in other components of the organization (Ludwig, 2017). Therefore, a systems analysis would consider data on the dynamic interactions among its internal components, the relationship of the components to the critical systems, and the performance of the organization as a whole (Rodriguez, Bell, Brown, & Carter, 2017). The goal of conducting a systems analysis is to design an intervention that will result in improvement in areas of poor performance, maintain components of high performance, and align individual performance with organizational goals (Brethower, 2018).…”

Section: Key Concepts Of Behavior Analysis and Organizational Behavior Managementmentioning

confidence: 99%

Implementation Science, Behavior Analysis, and Supporting Evidence-based Practices for Individuals with Autism

Odom

Hall

Suhrheinrich

2019

European Journal of Behavior Analysis

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Although applied behavior analysis researchers have created efficacious treatment and intervention practices for children and youth with autism spectrum disorder (ASD), there is a gap between research and practice. Implementation Science (IS) and Organizational Behavior Management (OBM), based with Applied Behavior Analysis, are two parallel fields that could close this gap. This paper provides descriptions of both IS and OBM, highlighting their commonalities and unique featuers. The paper concludes with examples of how researchers have used IS and OBM to promote practitioners' use of evidence-based practices and services for children and youth with ASD.Applied behavior analysis (ABA) has had a profound impact on socially significant behavior change, and individuals with autism have been primary beneficiaries of ABA practices (Peters-Scheffer, Didden, Korzilius & Sturmey, 2011). Much has been learned from ABA about practices that are efficacious when implemented with fidelity (Wong et al., 2015). Yet, a gap exists between the knowledge generated by the science of behavior analysis and the routine use of practices with individual clients or students (Dingfelder & Mandell, 2011). Research indicates that it takes up to 17 years for new practices to be developed, evaluated, and integrated into routine care (Morris, Wooding, & Grant, 2011). Improving the efficiency and effectiveness of this process will increase the impact of ABA-based interventions and the science broadly.In ABA there has been a strong tradition of focusing on the fidelity or treatment integrity of which an intervention is implemented (Greham, Gansle, & Noelle, 1993). Intervention

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Integrating Behavioral Science with Human Factors to Address Process Safety

Cited by 12 publications

References 21 publications

Influence of Leadership Practices on Organizational Safety Performance

Influence of Leadership Practices on Organizational Safety Performance

Review and insight on the behavioral aspects of cybersecurity

Implementation Science, Behavior Analysis, and Supporting Evidence-based Practices for Individuals with Autism

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