Pub Date : 2019-04-12DOI: 10.1108/978-1-78714-617-420191008
C. Brandstätter, C. Schlembach, G. Furian, Susanne Kaiser
Abstract In this chapter we interpret traffic safety culture (TSC) in terms of data on beliefs, attitudes, and behaviors from the fourth wave of the SARTRE study to find out whether they can be interpreted in a perspective. The SARTRE study is a European-wide survey that started in 1991 and collects information on mobility, risk perceptions, attitudes, behaviors, and experiences on the road (Cauzard, 1998, 2004; Cestac & Delhomme, 2012). The chapter focuses on the group of car drivers. A principal component factor analysis was conducted to explore the underlying structure of the data set. Results suggest an underlying structure of five components which explain more than 55% of the variance. These dimensions were labeled (1) acceptance of technology and enforcement, (2) risk attitudes, (3) experienced and self-exerted behavioral control, (4) personal concern, (5) perception of other road users’ safety performance. The influence of these five factors on safety performance (fatality rates) was estimated by regression analysis. Results show that only the second factor (risk attitudes) has a significant effect on fatality rates. As a consequence, expressive and instrumental attitudes about risk-taking should be addressed in driver training as well as information campaigns in order to improve safety culture at the level of individual car drivers.
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Pub Date : 2019-04-12DOI: 10.1108/978-1-78714-617-420191005
C. Schlembach, Susanne Kaiser
The argument is developed in three parts. In the first part, Herbert Kelman’s (1958) conceptual scheme of three stages of attitude change is presented in which the levels of compliance, identification, and internalization of values are distinguished. In the second part, it is argued that these different levels of value integration correspond with three different kinds of psychological theories which address the relationship between attitudes and deliberately conducted behavior (action). It is a well-known fact in the science of human action that there is no direct relationship between attitudes, decision making, and action. Using Kelman’s three levels of value internalization as a scheme of reference, the conditions under which persons act in line with their attitudes can be conceptualized more precisely. From a normative point of view, it is argued that persons who align their actions and attitudes with reference to socially appreciated values are said to be elaborated. They orient their conduct by an ethos of safety to which they feel committed and they are able to interact in mindful ways. We discuss some of the basic constructs at each level and underpin their importance with reference to behavioral change toward higher levels of safety with empirical findings that have been published. In a third part, we present our findings in a summarizing table and suggest a list of factors and themes which mainly correspond to one of the three stages of attitudinal change and value internalization. Finally, we outline some examples of how traffic safety interventions can be conceptualized at these different levels.
{"title":"Traffic Safety Culture and the Levels of Value Internalization: A List of Alterable Factors","authors":"C. Schlembach, Susanne Kaiser","doi":"10.1108/978-1-78714-617-420191005","DOIUrl":"https://doi.org/10.1108/978-1-78714-617-420191005","url":null,"abstract":"The argument is developed in three parts. In the first part, Herbert Kelman’s (1958) conceptual scheme of three stages of attitude change is presented in which the levels of compliance, identification, and internalization of values are distinguished. In the second part, it is argued that these different levels of value integration correspond with three different kinds of psychological theories which address the relationship between attitudes and deliberately conducted behavior (action). It is a well-known fact in the science of human action that there is no direct relationship between attitudes, decision making, and action. Using Kelman’s three levels of value internalization as a scheme of reference, the conditions under which persons act in line with their attitudes can be conceptualized more precisely. From a normative point of view, it is argued that persons who align their actions and attitudes with reference to socially appreciated values are said to be elaborated. They orient their conduct by an ethos of safety to which they feel committed and they are able to interact in mindful ways. We discuss some of the basic constructs at each level and underpin their importance with reference to behavioral change toward higher levels of safety with empirical findings that have been published. In a third part, we present our findings in a summarizing table and suggest a list of factors and themes which mainly correspond to one of the three stages of attitudinal change and value internalization. Finally, we outline some examples of how traffic safety interventions can be conceptualized at these different levels.","PeriodicalId":438575,"journal":{"name":"Traffic Safety Culture","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121816065","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-01DOI: 10.1108/978-1-78714-617-420191013
W. Schell
Abstract The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organizations. This chapter summarizes tools from the Leadership and Change Management literature, including findings from the author’s studies, and best practices from a variety of industries. Tools are provided so that readers can target leadership changes in preparation for cultural change. Leadership behaviors at the top of an organization are discussed using the full-range leadership model, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization. Leadership at the top of an organization is complemented with a discussion of the importance of middle leadership throughout the organization including a model to understand and develop those behaviors. The chapter ends with seven different approaches to structuring and managing change that organizations can adopt to improve the probability of driving successful change in their organizations. For organizations seeking to develop or improve their safety culture, these tools provide a roadmap for harnessing the needed leadership behaviors and organizational tools to effectively make change. By understanding and applying these tools, organizations can find success in their culture change initiatives faster and with fewer problems.
{"title":"Leadership and Change Management","authors":"W. Schell","doi":"10.1108/978-1-78714-617-420191013","DOIUrl":"https://doi.org/10.1108/978-1-78714-617-420191013","url":null,"abstract":"Abstract \u0000The purpose of this chapter is to provide the reader with tools to help change their organizational culture. Specifically, this chapter investigates the importance of leadership in understanding and changing culture within organizations and explores different change management models to effectively change culture within organizations. This chapter summarizes tools from the Leadership and Change Management literature, including findings from the author’s studies, and best practices from a variety of industries. \u0000 \u0000Tools are provided so that readers can target leadership changes in preparation for cultural change. Leadership behaviors at the top of an organization are discussed using the full-range leadership model, with a specific focus on understanding, developing, and harnessing transformational leadership behaviors within an organization. Leadership at the top of an organization is complemented with a discussion of the importance of middle leadership throughout the organization including a model to understand and develop those behaviors. The chapter ends with seven different approaches to structuring and managing change that organizations can adopt to improve the probability of driving successful change in their organizations. \u0000 \u0000For organizations seeking to develop or improve their safety culture, these tools provide a roadmap for harnessing the needed leadership behaviors and organizational tools to effectively make change. By understanding and applying these tools, organizations can find success in their culture change initiatives faster and with fewer problems.","PeriodicalId":438575,"journal":{"name":"Traffic Safety Culture","volume":"144 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132873992","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-04-01DOI: 10.1108/978-1-78714-617-420191004
N. Ward, Jay Otto, Kari Finley
Abstract Our commitment to the goal of zero traffic fatalities and serious injuries requires consideration of innovative traffic safety thinking. There is growing recognition that this goal requires a change in our culture as it relates to traffic safety (traffic safety culture). And yet, there is no consensus about a definition for traffic safety culture, no explicit theory-based model to predict the effect of traffic safety culture, and no practical guidance for applying these models to develop effective culture-based strategies. This chapter seeks to address these omissions from both an academic and practitioner perspective. This chapter proposes a standard definition of traffic safety culture based on a model that integrates relevant theories of willful and intentional behavior. Importantly, a set of 10 principles are identified that provide the context and foundation from which the definition and model are derived. An understanding of these principles provides the logic and purpose for developing strategies that can transform traffic safety culture: (1) Traffic crashes are a significant public health concern. (2) Most traffic crashes are caused by human behavior, not the roadway, vehicle, or environment (e.g., weather). (3) Human behavior is influenced by beliefs. (4) Beliefs develop based on experience (actual and vicarious) and socialization. (5) Socialization is the process whereby an individual develops beliefs which align with the culture of a group with which the individual identifies (social identity). (6) Individuals can form an identity with many different groups in their social environment, each with a different degree of bonding. (7) A stronger bond results in greater conformity and motivation to abide with the group culture. (8) The shared beliefs of a group that affect behaviors related to traffic safety are called traffic safety culture. (9) The traffic safety culture of a group emerges from actions taken by stakeholders across the social ecology. (10) Traffic safety culture strategies increase actions by stakeholders across the social ecology to improve traffic safety culture among various groups. For the academic, these principles can also serve as hypotheses that can be explored to expand our knowledge about traffic safety culture. For the practitioner, these principles represent the basic logic and impetus for transforming traffic safety culture. By effectively communicating these principles and their connecting logic, we can express the importance of traffic safety culture and the need for supporting resources with other stakeholders.
{"title":"Ten Principles of Traffic Safety Culture","authors":"N. Ward, Jay Otto, Kari Finley","doi":"10.1108/978-1-78714-617-420191004","DOIUrl":"https://doi.org/10.1108/978-1-78714-617-420191004","url":null,"abstract":"Abstract \u0000Our commitment to the goal of zero traffic fatalities and serious injuries requires consideration of innovative traffic safety thinking. There is growing recognition that this goal requires a change in our culture as it relates to traffic safety (traffic safety culture). And yet, there is no consensus about a definition for traffic safety culture, no explicit theory-based model to predict the effect of traffic safety culture, and no practical guidance for applying these models to develop effective culture-based strategies. This chapter seeks to address these omissions from both an academic and practitioner perspective. \u0000 \u0000This chapter proposes a standard definition of traffic safety culture based on a model that integrates relevant theories of willful and intentional behavior. Importantly, a set of 10 principles are identified that provide the context and foundation from which the definition and model are derived. An understanding of these principles provides the logic and purpose for developing strategies that can transform traffic safety culture: \u0000 \u0000(1) \u0000Traffic crashes are a significant public health concern. \u0000 \u0000(2) \u0000Most traffic crashes are caused by human behavior, not the roadway, vehicle, or environment (e.g., weather). \u0000 \u0000(3) \u0000Human behavior is influenced by beliefs. \u0000 \u0000(4) \u0000Beliefs develop based on experience (actual and vicarious) and socialization. \u0000 \u0000(5) \u0000Socialization is the process whereby an individual develops beliefs which align with the culture of a group with which the individual identifies (social identity). \u0000 \u0000(6) \u0000Individuals can form an identity with many different groups in their social environment, each with a different degree of bonding. \u0000 \u0000(7) \u0000A stronger bond results in greater conformity and motivation to abide with the group culture. \u0000 \u0000(8) \u0000The shared beliefs of a group that affect behaviors related to traffic safety are called traffic safety culture. \u0000 \u0000(9) \u0000The traffic safety culture of a group emerges from actions taken by stakeholders across the social ecology. \u0000 \u0000(10) \u0000Traffic safety culture strategies increase actions by stakeholders across the social ecology to improve traffic safety culture among various groups. \u0000 \u0000 \u0000 \u0000For the academic, these principles can also serve as hypotheses that can be explored to expand our knowledge about traffic safety culture. For the practitioner, these principles represent the basic logic and impetus for transforming traffic safety culture. By effectively communicating these principles and their connecting logic, we can express the importance of traffic safety culture and the need for supporting resources with other stakeholders.","PeriodicalId":438575,"journal":{"name":"Traffic Safety Culture","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129395191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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