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Social Neuroscience: The Brains Behind Creating the Right Safety and Reliability Culture.

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Original date: 
Wednesday, February 28, 2018
Abstract: 
Neuroscience has become a rising star in the sky of management theory. The notion that we can improve behaviour and interaction in the workplace to enhance performance, creativity, innovation, reliability, and safety by understanding how our brain works is on the rise. Neuroscience goes deeper into behaviour than traditional approaches in developing a safety and reliability culture, by exploring the various layers of the mind that are crucial to shaping and sustaining positive attitudes to, and belief in, safety and reliability. In essence, neuroscience brings a new understanding of the relationships between brain, mind, and behaviour. Understanding how the brain develops and how these developments influence our behaviour is of interest to managers and scientists alike. Social cognitive neuroscience is concerned with the brain’s role in social and emotional aspects of human cognition and behaviour — in other words, how we relate to each other and how this influences our behaviour. People’s interactions and relationships with others are strong indicators of safety and reliability behaviour. These everyday interactions impact decision-making, risk-taking, judgment, and attention to tasks. This presenter has hands-on experience on how to develop a safety culture that leads to an increase in productivity and quality.
BoK Content Source: 
MainTrain 2018
BoK Content Type: 
Supporting Slides
Paper
Asset Management Framework Subject: 
5.00 Organization and People General, 5.04 Organizational Culture
Maintenance Management Framework Subject: 
1.2 Enablers & Constraints, 7.0 Human Resource Mgmt General, 10.0 Continuous Improvement General
Author Title: 
Business Manager
Author Employer: 
Jacobs
Author Bio: 

<p>Dennis Heinzlmeir, P.Eng., is a maintenance, engineering, and business professional with more 30 years of experience working in the maintenance, EPC, training, and management consulting industries. He has an extensive business background, including all aspects of M&amp;R, engineering, quality management, lean execution principles and techniques, asset management, project management, and training. He has championed safety cultures on various petroleum facilities and championed teams in the Jacobs Value Plus Program resulting in significant savings to clients, which has resulted in these teams receiving the Jacobs Global Maintenance Services Silver Award for two years. Dennis has led various Quality Improvement Teams on maintenance sites to identify opportunities for continuous improvement utilizing lean principles and techniques to increase reliability, maintainability, and availability, resulting in more than $81 million in savings to clients. He has assisted various project management teams in planning and implementing Jacobs quality requirements on projects, including Jacobs Value Enhancing Practices, Independent Project Analysis - Value Improving Practices, and Construction Industry Institute - Best Practices. He has conducted FMEA and tracked the effectiveness of maintenance activities and tactics. He has conducted and published numerous work sampling surveys for various clients to determine overall time utilization of the maintenance workforce to identify areas for improvement. Dennis currently serves as president of PEMAC, Alberta Chapter, and is an authorized instructor for the MMP program.</p>