000			02087nam a22003257a 4500
999			_c154336 _d154336
003			ZW-GwMSU
005			20200903150520.0
008			200821b ||||| |||| 00| 0 eng d
020			_a9781409466550 (pbk.)
020			_z9781409466567 (ebook)
020			_z9781409466574 (epub)
040			_bEnglish _cMSU _erda
041			_aeng
050			_aT55.M27 TAL
100	1		_aMarsh, Tim _cDr. _eAuthor
245	1	0	_aTalking safety : _ba user's guide to world class safety conversation _ccreated by Dr Tim Marsh
250			_aSecond
260			_aLondon _bRoutledge _c2016
300			_a126 pages : _billustrations ; _c23 cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia _bn
338			_avolume _2rdacarrier _bnc
504			_aIncludes bibliographical references.
505			_aIntroduction; Section 1: A llittle theory; Chapter 1 Why bother?, 2 - Safety excellence and leading safe practice Section 2: Safety contacts; Chapter 3 Introduce yourself and set the tone, 4 - Analysis, 5 - Coaching, 6 Eliciting a promise(?), 7 - Close out, Conclusion.
520			_aTalking Safety summarises, in a short user-friendly read, the key element of safety leadership - the management and supervisor 'walk and talk'. Safety standards are set by a combination of three things: first, the basic systems: risk assessments, procedures, training, inductions and maintenance; second, the amount of objective learning about the inevitable weaknesses in these systems achieved from a ‘Just Culture’ perspective; and third, the quality of ‘transformational’ safety leadership which means coaching not telling, praising not criticising, leading by example and maximising front-line ownership and involvement. A good ‘walk and talk’ is the only methodology that covers all of these issues and really should be embedded as ‘part of the way we do things around here’. It is the centrepiece of any world class safety culture.
650		0	_aIndustrial safety
650		0	_aPersonnel management
942			_2lcc _cB