Transcript 下載/瀏覽Download

冒險行為的構成因素
WHAT CONTRIBUTES TO
AT-RISK BEHAVIORS？
姓名：林淑媛
學號：NA27Y002
Behavior-based safety can be summarized as
several fundamental principles:
基於行為化的安全可以彚整以下原則：
• Losses are the downstream measures of atrisk behaviors. At-risk behavior may or
may not be under the direct control of the
employee. In some cases, employees may
have no alternative but to Making Sense of
the Behavior-Based Safety Process？
損失是冒險行為的下行措施。冒險行為可
能會/可能不會直接在員工的控制之下。在
某些行為的缺陷是來自於主管的，員工可
能沒得選擇，但可作更有意義的行為化的
安全流程。
Table 16-1 表16-1
Activators and Consequences Take Many Forms
活化因子和後果可採取多種形式
Activators: Safety meetings, goal setting, rules and
regulations, pledge signing, policies and procedures,
incentives/disincentives, instructions, signs, training,
modeling, saying please.
活化因子：安全會議，目標設定，規章制度，簽
訂承諾，政策和程序，獎勵/懲罰，說明書，署
名，培訓，塑造，說請。
Behaviors: putting on PPE, locking out power,
using equipment guards, giving a safety talk,
cleaning up spills, coaching others about their
behaviors.
行為：穿上個人防護裝備，鎖住電源，使用
防護裝置，給予安全談話，清理洩漏及指導
別人關於他們自身行為。
Consequences: Self-approval, reprimand, peer
approval, penalty, feedback,injury, prize or
trinket, inconvenience, thank-you, time savings,
comfort.
後果：自我認同，譴責，同儕認同，罰款，
回饋，傷害，獎品或飾品，不方便，感謝，
節省時間及舒適。
Figure 16-3 shows an ABC model that explains
why we do what we do.
圖16-3顯示ABC模式，解釋為什麼我們做及我
們做什麼。
圖16-3
Activators活化因子 Direct導引 Behavior行為
Motivate激勵
Consequences後果
Figure 16-4 gives an indication that directions
alone may not be sufficient to maintain behavior.
圖16-4給出指示，指示可能不足以維持行為。
圖16-4
Activators活化因子 Direct導引Behavior行為
Motivate激勵
Consequences後果
Adapted from French, Anne R., “Achieving a
Total Safety Culture: Integrating Behavioral
Safety into the Construction Environment,”
Safety Performance Solutions, Presentation June
30, 1999, Atlanta. Reproduced with permission.
來自法國，安妮改編，「實現一個總體安全
文化：整合行為安全到施工環境，安全實行
解決方案」， 1999年6月30日，亞特蘭大提
供。經授權轉載。
work under “at-risk” conditions because of
production pressures from supervision,
procedural deficiencies, resource issues, etc.
Refer to Table 16-1.
在有冒險的條件下工作因為生產的壓力
從監督，程序上缺失及資源問題等，請
參閱表16-1。
• Recognize employees. This is similar to an
activity-based safety system. This system
encourages employees to continue to use safe
operating practices.
認可員工。這是類似的基於活動安全的系統。
這個系統鼓勵員工繼續使用安全操作練習。
• Implement a management system that not only
encompasses at-risk behaviors, but integrates this
process into the management system so that it
does not stand alone.
實施管理系統，不僅包括冒險行為，但整合
過程納入管理系統，使之不獨立。
A common management system with a behavior
component can consist of the following:
一個共同的管理系統與行為組件包括下列各
項：
• Identifying and understanding safe behaviors as
well as at-risk Behaviors
安全行為和冒險行為的識別和理解
• Conducting observations in areas where at-risk
behaviors have occurred or are likely to occur
在有冒險行為已經發生或可能發生的區域進
行觀測
• Providing feedback on observations
提供回饋意見
• Collecting observation data
收集觀測數據
• Integrating behavior-based safety into the
management system to identify and
recommend solutions for employees at risk
在員工冒險上，整合行為安全納入管理系統
的識別和建議解決方案
• Identify management behaviors that may be
systemic in nature
可能是系統性的識別管理行為
• Recognizing successes and achievement of the
management system
認可管理系統的成功和成就
圖16-3
Activators活化因子 Direct導引 Behavior行為
Motivate激勵
Consequences後果
Figure 16-3 The ABC Model explains why we
do what we do. French, Anne R., “Achieving a
Total Safety Culture: Integrating Behavioral
Safety into the Construction Environment,”
Safety Performance Solutions, Presentation June
30, 1999, Atlanta. Reproduced with permission.
圖16-3顯示ABC模式，解釋為什麼我們做及我
們做什麼。來自法國，安妮改編，「實現一
個總體安全文化：整合行為安全到施工環境，
安全實行解決方案」， 1999年6月30日，亞
特蘭大提供。經授權轉載。
圖16-4
Activators活化因子Direct導引 Behavior行為
Motivate激勵
Consequences後果
Figure 16-4 Directions alone may not be
sufficient to maintain behavior. French, Anne R.,
“Achieving a Total Safety Culture: Integrating
Behavioral Safety into the Construction
Environment,” Safety Performance Solutions,
Presentation June 30, 1999, Atlanta.
Reproduced with permission.
圖16-4給予指示，指示可能不足以維持行為。
來自法國，安妮改編，「實現一個總體安全
文化：整合行為安全到施工環境，安全實行
解決方案」， 1999年6月30日，亞特蘭大提
供。經授權轉載。
~3Q very much~