Safety Management: The Challenge of Change

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Product Details
10 Dec 1998
Emerald Group Publishing Limited
284 pages - 156 x 234 x 17mm


Not only is technology going through its revolutions faster, but the institutions and organisations which exploit that technology are also in the process of almost constant reshaping. This accelerating change is a double-edged sword for safety. On the one hand, it offers the opportunity for improvement, but on the other it threatens the tried and trusted measures which have produced high safety levels in the past. Trial and error as a learning method is not acceptable in high risk technologies. We must not only get things right first time, but adapt the management of safety to the dynamic of constant change. This book explores that dilemma by studying how organisations manage safety and what is crucial for a good safety management system, how to harness change directly to safety improvement and how to adapt safety management systems to change imposed from the outside.
Foreword. Introduction. Perspectives on safety management and change (Hale et al.). Part 1. Understanding and Modelling the Safe Management System. Models of organisations versus safety management approaches: a discussion based on studies of the internal control of SHE reform in Norway (Hovden). Developments in HSE management in oil and gas exploration and productions (Visser). Safety management assessment and task analysis - a missing link? (Kirwan). The role of safety climate in a safety management system (Cabrera, Isla). Corporate cultures towards strategic health and safety management and the challenge of organisational change (Wehrmeyer). Part 2. Change, Learning and Safety Improvement. Participative management models and the role of groups and supervision (Seppala). Elements for designing a self-correcting organisation: examples from nuclear plants (Bourrier). Layer system for learning from human contributions to events: a first outline (Becker). An evaluation of the use of the international safety rating system as intervention to improve the organisation of safety (Chaplin, Hale). Part 3. Responding to Outside Change. Process safety management and the implications of organisational change (Baram). Management of health and safety aspects of major organisational change (Wright). Privatisation and division into competing units as a challenge for safety management (Maidment). Safety related interventions in inter-organisational fields (Wilpert, Fahlbruch). Organisational decision making and risk management under pressure from fast technological change (Svedung, Rasmussen). Conclusions. Conclusions (Baram, Hale). Keywords.

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