The Safety Leadership Challenge: Line Leaders as Safety Culture Change Agents

2014 ◽  
Author(s):  
Autumn D. Krauss ◽  
Tristan Casey
Keyword(s):  
Safety Culture ◽  
Culture Change ◽  
Change Agents ◽  
Safety Leadership

scholarly journals The missing meso: Variation in staff experiences of an academic practice initiative and lessons for educational change

2013 ◽  
Vol 9 (1) ◽  
Author(s):  
Patrick Baughan
Keyword(s):  
Educational Change ◽  
Culture Change ◽  
Change Agents ◽  
Theoretical Models ◽  
Academic Leaders ◽  
Academic Practice ◽  
Meso Level ◽  
Academic Conduct ◽  
Staff Experiences ◽  
Planning Approaches

This paper examines variation in change agents' experiences of an intended culture change, following their implementation of an organisation-wide initiative at a single university. The purpose of the initiative was to promote better understanding of a range of academic practice and academic conduct issues amongst students and staff, and generate an institution-wide culture change. The change agents were interviewed and resulting data analysed using the phenomenographic approach, from which four qualitatively different conceptions were developed. The results suggest that a full culture change has not occurred, but that instances of localised changes have taken place. Drawing on two theoretical models, it is argued that in initiatives of this type, greater account needs to be taken of the meso level – cultures and practices in departmental and programme contexts – and that such meso level considerations should be used to complement central planning approaches adopted by academic leaders who design such initiatives.

Improving patient safety in the NHS: the culture change agents

2017 ◽  
Vol 26 (12) ◽  
pp. 708-709 ◽  
Author(s):  
John Tingle ◽  
Jen Minford
Keyword(s):  
Patient Safety ◽  
Culture Change ◽  
Change Agents

Employee Participation in Change Programs

2019 ◽  
pp. 179-199
Author(s):  
Nicholas Clarke ◽  
Malcolm Higgs
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Culture Change ◽  
Change Process ◽  
Change Agents ◽  
Employee Participation ◽  
Contextual Factor ◽  
Intervention Approach ◽  
Implementing Change

This chapter aims to assist those responsible for implementing change to think more about how employee participation or involvement is undertaken during the change process. The chapter starts by providing an overview of the theoretical explanations as to why employee participation in change management is important. The authors then examine the nature of employee participation in three organizations undertaking major culture change programs, each using a different change intervention. They present three case studies that show how the context surrounding the change (comprising drivers, intervention, approach to change, and change levers) influenced the characteristics of employee participation in the change process. They conclude by emphasizing the significance of examining change agents' intervention methodology as a contextual factor to understand better the experience of culture change programs. The key message is that employees' experiences of participation influence their perceptions on the effectiveness of this type of change.

scholarly journals A Conceptual Model Proposal: Universities as Culture Change Agents for Sustainable Development

2020 ◽  
Vol 12 (11) ◽  
pp. 4635 ◽  
Author(s):  
Małgorzata Dzimińska ◽  
Justyna Fijałkowska ◽  
Łukasz Sułkowski
Keyword(s):  
Sustainable Development ◽  
Literature Review ◽  
Conceptual Model ◽  
Culture Change ◽  
Change Agents ◽  
The Body ◽  
Quality Culture ◽  
The University ◽  
The Impact

This paper aims to propose a conceptual model that synthesizes the existing findings concerning universities as culture change agents for sustainable development. The model could serve as a guidance on how universities might get involved in the pro-SD activities. It also underlines the prerequisite of the quality culture that should be introduced within all the activities of universities to successfully act as culture change agents for SD. This paper builds upon the holistic and inter-disciplinary approach to demonstrate that SD does not happen in isolation and that the role of universities in its creation is significant. This study includes a literature review to contextualize the impact of universities on culture and their potential role in SD. The conclusions stemming from the literature review materialize in the proposal of the conceptual model of the university as the culture change agent for SD. The elaborated framework responds to the need for greater clarity, ordering and systematization of the role of universities in the processes of initiating, promoting and modelling the SD-oriented changes while appreciating the role of culture as an enabler, means of social change and a result of SD-focused interventions. The paper contributes to the body of knowledge by offering a novel perspective on the assumed interrelations between university, its quality culture, university main operations such as education, research and engagement with the society as well as the culture and the agency of stakeholders in the context of meeting the world’s current demands without compromising the needs of future generations.

Safety Culture Change and Learnings

2015 ◽  
Author(s):  
M. Zerafa ◽  
K. Shallenberger ◽  
C. Hirstius ◽  
C. Sistrunk ◽  
B. Huber ◽  
...  
Keyword(s):  
Safety Culture ◽  
Culture Change

scholarly journals PERSPEKTIF SAFETY LEADERSHIP DALAM PENINGKATAN KINERJA KESELAMATAN KERJA

Heuristic ◽  
2020 ◽  
Vol 17 (1) ◽  
Author(s):  
Handy Febri Satoto
Keyword(s):  
Safety Culture ◽  
Safety Performance ◽  
Safety Leadership

Safety leadership sangat berperan sebagai kunci keberhasilan dalam membangun budaya keselamatan yang kuat pada industri dan yang nantinya akan meningkatkan kinerja dari keselamatan kerja. Standard manajemen keselamatan internasional telah menjadi langkah besar dalam meningkatkan standar keselamatan. Efektivitas dari standard ini sangat tergantung pada bagaimana para pemimpin mengimplementasikannya. Untuk itu diperlukan adanya safety leadership dalam mencapai peningkatan kinerja keselamatan kerja.Safety leadership harus dimiliki oleh pimpinan suatu perusahaan untuk menunjang keberlangsungan kesehatan dan keselamatan pekerjanya.Dalam artikel ini dibahas perspektif dan karakteristik leadership untuk peningkatan safety performance berupa: model safety leadership; safety leadership meningkatkan keselamatan kerja; safety leadership membangun safety culture; safety leadership dan komitmen organisasi; safety leadership pada supervisor. Beberapa hal tersebut dapat meningkatkan keselamatan kerja di suatu organisasi perusahaan.

A multi-level analysis of infection control in English hospitals: coerced safety culture change

2018 ◽  
Vol 28 (suppl_4) ◽  
Author(s):  
Y Kyratsis ◽  
R Ahmad ◽  
M Iwami ◽  
E Castro Sanchez ◽  
R Atun ◽  
...  
Keyword(s):  
Infection Control ◽  
Safety Culture ◽  
Culture Change ◽  
Multi Level ◽  
Level Analysis

The Safe Behavior School: Halliburton Strengthens Safety Leadership and Safety Culture in Latin America

2020 ◽  
Author(s):  
Arival Dibai ◽  
Jeremias Rangel ◽  
Deneilton Costa ◽  
Henrique Ottoboni ◽  
Sergio Quintero ◽  
...  
Keyword(s):  
Latin America ◽  
Safety Culture ◽  
Safety Leadership ◽  
Safe Behavior
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