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首页> 外文会议>ASSE Professional Development Conference >Accountability 4-3-3: The Critical Steps, Pivotal Moments and Types of Performers that Influence Safety Systems
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Accountability 4-3-3: The Critical Steps, Pivotal Moments and Types of Performers that Influence Safety Systems

机译：问责制4-3-3：影响安全系统的关键步骤，关键时刻和类型的表演者

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According to industry expert Dr. Dan Petersen, safety incidents are the result of organizational culture. Culture is heavily influenced by leadership behavior. "In all the research and benchmarking that has been done, it is clear that [in order to create a zero incident safety culture] primary emphasis must remain on management involvement. Management is the key." (Petersen 2001, 8) From his extensive experience in safety culture management, Dr. Petersen discerned six criteria for safety excellence, four of which are dependent upon leadership behavior. Executive management must be visibly committed to the zero-incident culture. Middle management must be actively involved. Front-line supervision must be focused on activities that drive safe behaviors. Employees must participate in creating the elements of the safety culture that affect them. Leaders at all levels must lead by example and create a participative environment that involves employees. To create a zero incident culture, leadership behavior must be addressed. According to world renowned author and teacher Zig Ziglar (1977), "You must inspect what you expect!" Dr. Peterson adds, "You can't get a culture of safety excellence without accountability" (Petersen 2001). The effective leader must create a culture in which everyone accepts personal ownership for his/her role and voluntarily performs it with accuracy every day. There are four steps to creating accountability (Exhibit 1), three moments of truth in which the leader's behavior is critical and three types of performers in every team the leader must be able to interact with effectively.
机译：据行业专家丹佩森博士，安全事件是组织文化的结果。文化受到领导行为的严重影响。 “在完成的所有研究和基准中，很明显[为了创造零事件安全文化]主要重点必须保持管理参与。管理是关键。” （Petersen 2001,8）从他丰富的安全文化管理经验，彼得森博士探讨了六个安全卓越标准，其中四个依赖于领导行为。执行管理必须明确致力于零事件文化。必须积极参与中间管理。前线监督必须侧重于驱动安全行为的活动。员工必须参与创建影响它们的安全文化的要素。所有级别的领导者必须通过示例来领导，并创建一个涉及员工的参与环境。为了创造零事件文化，必须解决领导行为。根据世界着名作者和教师Zig Ziglar（1977），“你必须检查你的期望！”彼得森博士补充道，“你无法获得没有问责制的安全卓越文化”（Petersen 2001）。有效的领导者必须创造一种文化，其中每个人都接受个人所有权，因为他/她的角色并自愿每天准确地执行它。创建问责制（展览1）有四个步骤，其中三个真理的行为在其中，领导者的行为至关重要，每个团队中的三种表现者都必须能够有效地互动。

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