ABSTRACT
This chapter describes the levers a manager has at his/her disposal to get and sustain desired behaviors and practices from individuals—people following procedures, adhering to expectations, using Hu tools, adapting to changes in high-risk situations to protect assets from harm, etc. The utility of the basic management model—plan–do–check–adjust—is explored, emphasizing the practical application of both the alignment and the systems thinking models. Training, coaching, Hu tools, and feedback are central themes. Managers will better understand accountability and just culture and their importance to safety. As the owner of the system, the manager has significant leverage over the behavior choices people make in the workplace through the management of workplace local factors.
