Overview

In Safety Culture: Building and Sustaining a Cultural Change in Aviation and Healthcare , the four authors draw upon their extensive teaching, research and field experience from multiple industries to describe the dynamic nature of a culture-change process, particularly in safety-critical domains. They use the Safety Culture Pyramid model to present a more comprehensive look at safety culture rather than the traditional perspective that has been limited to safety climate analysis. This model uses mixed-method approach to present analysis of safety culture at four levels: safety values, safety strategies, safety climate, and safety performance. Together, these levels form the Safety Culture Pyramid. Cases from aviation and healthcare are used to illustrate the various assessment methods, and the book concludes with more comprehensive case studies from both these domains.

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9780754672371

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Reviews

'Although aviation and medicine are the disciplines that form the springboard for Safety Culture's discussion of issues, the book will be of value to any organization seeking to evaluate and to improve its own system of safety procedures.' Care Management Journals, Volume 14, No. 1, 2013

'This book brings it all together; it is fresh, inspiring and to-the-point. The commonality between Air Traffic Management and healthcare makes sense and together add up to the critical mass needed to impact positively on the development of Safety Culture in society. From the book it is easy to extract pragmatic guidelines for the people working hands on with Safety Culture.' Billy Josefsson, Sr Advisor Air Traffic Management & Human Performance Manager, LFV, Sweden 'Safety Culture is a valuable addition to the shelves of anyone who works in an industry where the risk to human life is high. From the very beginning the authors distinguish their text from other works on safety by addressing not just safety climate (a more subjective assessment of safety) but rather safety culture, a much richer concept. This text is sure to become a seminal work in the field.' Louis P. Halamek, School of Medicine, Stanford University, USA 'The free-flowing style of this book, rich in case studies in both aviation and medicine, makes it one of the more enjoyable books on safety culture. The authors managed to combine a strong research orientation with useful practical advice on safety culture assessment and transformation. The resulting mix of research, interesting case studies, and practical wisdom works well. Researchers, educators, and practitioners will all welcome the arrival of this book.' Gerard J. Fogarty, University of Southern Queensland, Australia 'Safety Culture, by Manoj Patankar and colleagues, is a tremendous resource for academics, practitioners, safety managers and corporate leaders alike, offering a practical approach to the understanding, measurement, and above all improvement of safety culture in industrial and professional contexts. Drawing on a wealth of case studies from aviation and medicine, the book shows how safety culture fails, and how it can be made healthy again.' Barry Kirwan, EUROCONTROL 'Although aviation and medicine are the disciplines that form the springboard for Safety Culture's discussion of issues, the book will be of value to any organization seeking to evaluate and to improve its own system of safety procedures.' Care Management Journal Volume 14 No1, 2013

Author Information

Dr. Manoj Patankar is the Executive Director of the Center for Aviation Safety Research (which he established) as well as the Vice President (Academics) of the Frost Campus at Saint Louis University. Manoj has authored 50 publications, including 3 books, and developed research partnerships with more than 20 airlines and repair stations as well as several hospitals. He has secured total funding of more than $6 million from the Federal Aviation Administration for research in the areas of maintenance human factors and safety culture, and has established leadership in connecting flight safety with patient safety. Manoj has managed five Safety Across High-Consequence Industries conferences and in 2011 he published the first edition of the International Journal of Safety Across High-Consequence Industries. Jeff Brown's work focuses on supporting improvement in the management of risk and safety in domains where there is high consequence for failure. He has supported numerous patient safety improvement efforts in U.S. hospitals since 1999. Prior to beginning his consulting practice in 1996, Jeff served as an administrator and faculty member for collegiate aviation education programs. Current affiliations include the Cognitive Solutions Division of Applied Research Associates and Healthcare Team Training, LLC. Dr. Edward Sabin is a tenured faculty member in the Department of Psychology at Saint Louis University where he serves as Director of the doctoral program in Industrial-Organizational Psychology and Director of the Center for the Application of Behavioral Sciences. He holds a secondary appointment in the Department of Aviation Science and is a member of the Center for Aviation Safety Research. Edward's research and consultation interests include organizational assessment, change and development, organizational learning, and communication processes with a special focus on safety culture in high-consequence industries. Edward is a member of the Association for Psychological Science, the Society for Industrial and Organizational Psychology, and the Association for Aviation Psychology. Dr. Thomas Bigda-Peyton is a consultant, researcher, and educator working across high-consequence industries such as aviation, healthcare, and workplace safety. As a practitioner-researcher for 25 years, and currently as President of Action Learning Systems in Boston, he has focused on widening and accelerating the pace of improvement in individual, organizational, and large-system change initiatives. Current programs include the We Don't Compete on Safety Consortium (a development partnership between aviation and healthcare), the Health Transformation Learning Partnership (an initiative designed to catalyze transformation in the Ontario healthcare system), and US 2025 (a state-level program in the U.S. intended to dramatically reduce the cost of care in three states while making parallel improvements in quality, access to care, and patient safety). Tom holds a doctorate in Organizational Behavior and Intervention from the Harvard Graduate School of Education, where he worked with two pioneers in the field of organizational learning and system dynamics, Chris Argyris and Don Schon. He also holds Master's and Bachelor's degrees from Harvard.

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