A presentation given at the 2016 Traffic Safety Conference during Breakout Session 15: Traffic Safety Culture Indexing. By Terry Stobbe, Ph.D., Associate Professor, Department of Community, Environment and Policy, University of Arizona
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
ESG-Driven Safety Excellence - The Practical Guide for Safety Experts_Consul...Consultivo
In today’s rapidly changing business landscape, the integration of Environmental, Social, and Governance (ESG) principles has become a critical aspect of organizational success. With growing concerns about sustainability, ethical practices, and societal impact, businesses are realizing the need to align their operations with ESG goals. In this context, Consultivo, a renowned name in the realm of safety and sustainability, has taken a significant stride by releasing a comprehensive handbook titled “ESG Driven Safety Excellence – The Practical Guide for Safety Experts.”
Establishing and fostering a safety culture has, quite rightly, become a more prominent topic to consider for safety directors. No matter the industry or organization, it is now commonly accepted that safety culture can have a huge influence on the success or failure of a safety management system.
Safety culture is not a program, policy or procedure, it is a reflection of how safety is managed in a workplace. However, it is often difficult to pin down, as it is a somewhat ethereal concept, based on soft components that cannot be easily measured – factors such as accountability, leadership and organizational learning.
This difficulty is at the heart of many safety directors’ struggle – how do you pinpoint your organization’s current safety culture? Which activities are having a positive or negative effect?
In this presentation, Shannon Crinklaw defines safety culture and provide suggestions and ideas around how to recognize and foster a strong safety culture within your organization.
Watch this webinar and learn:
How safety culture can be broken down into components
The different ways that it can be (indirectly) measured
Steps that managers should take to improve it
How using Medgate to automate some safety activities assist in building a safety culture
ESG-Driven Safety Excellence - The Practical Guide for Safety Experts_Consul...Consultivo
In today’s rapidly changing business landscape, the integration of Environmental, Social, and Governance (ESG) principles has become a critical aspect of organizational success. With growing concerns about sustainability, ethical practices, and societal impact, businesses are realizing the need to align their operations with ESG goals. In this context, Consultivo, a renowned name in the realm of safety and sustainability, has taken a significant stride by releasing a comprehensive handbook titled “ESG Driven Safety Excellence – The Practical Guide for Safety Experts.”
A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
A Keynote speech by Dr Domininc Cooper CFIOSH C.Psychol examining the 'true' success factors of Behavior-Based Safety from the 1970's to the present day.
Behavio-Based Safety is still evolving to the point where it is effective in all workplaces, all of the time. Many implementations have been successful, but many have failed or faded away over the years. What can we learn from the past and the present to optimize future BBS implementations for the good of all? This tour of BBS examines the evolution of BBS, implementation strategies, and remaining challenges. Issues to be addressed include (but are not limited to):
[1 Where BBS fits in an organizations Safety Culture
[2] Who owns BBS?
[3] The role of employees and managers
[4] BBS design Issues
[5] Integrating BBS into mainstream safety management systems
Undefined organizational structures can lead to breakdowns in communication that leads to lack of accountability. Therefore programs may suffer or fail. The bottom line, no matter how you look at it, management set priorities and what is on top of the list gets done. As we have discussed in a previous sesssions, safety must become a core value that is built into the management system. Priorities change as fast as time, but a value, once established, will be less apt to change with shifting priorities. This is one of the most important concepts that management must understand. This is how the culture is created and will continue to function and improve.
Measuring “Culture of Safety” Tawam’s Experience
Discovery:
Tawam Hospital’s Executive leadership realized the need to establish a “Culture of Safety” within the organization and implemented the Johns Hopkins Medicine “Comprehensive Unit based Safety Program” (CUSP). CUSP was introduced as a pilot project in the Intensive Care Unit (ICU), Neonatal Intensive Care Unit (NNU) and Paediatric Oncology Unit (Peds Onc).
Prior to implementation the leadership decided to measure staff perception of safety using evidence based tool.
Solution:
Tawam partnered with Pascal Metrics to implement the Safety Attitude Questionnaire survey. The SAQ was administered to all Tawam Hospital staff in three phases (2008, 2010 and 2011). In 2010 the pilot CUSP units were also resurveyed to determine the status of safety culture since its introduction in 2008.
An email from the CEO was sent to the participants encouraging them to participate in the SAQ survey.
Physicians, nurses, ward-clerks; respiratory therapist, physiotherapist, dieticians etc were included in the survey.
Those who spent at least 50% of their time in the identified units were only included to participate in the survey.
Survey was administered during departmental meetings to increase response rate.
Conducted separate sessions of physicians.
Staff dropped the completed surveys in an envelope.
82% of staff in the patient care areas of the whole hospital participated in the overall 3 phases of SAQ Survey.
The three CUSP pilot units were re-surveyed in 2010.
Anonymity, privacy and confidentiality were maintained from the beginning till the end.
Outcome:
The survey results were graded against percentage positive responses. Responses that were less than 60% mark were graded in the danger zone and anything above the 80% mark were graded in the goal zone. Teamwork climate and Safety climate scale scores are considered to be primary dependent variables, because they are important in preventing patient harm.
The overall hospital score on all the domain scores were in the danger zone, less than 60%. 20 clinical locations in 2010 and 7 clinical locations in 2011 had less than 60% scores in the primary dependent variables.
The SAQ results were disseminated department wise in the presence of a hospital Senior Executive. Every department did an action plan using the SAQ de-briefer tool. The hospital administrators to bring about the change played a facilitators role and helped the departments to come up with their actionable plans.
The hospital leadership in their pursuit to continuing the culture of safety journey, identified six more units for CUSP implementation based on the Phase 2 SAQ scores of 2010. Accordingly the Medical 1, Medical 2, Surgical 1, Surgical 2, Day Case and OBGYN Units were identified for the CUSP roll out. Senior Executive leaders were assigned to each of these new CUSP units to ensure leadership commi
• Define the concept of culture and its impact on individuals, groups and organizations.
• Describe the various cultures that impact individuals, such as national, professional and organizational culture and explain the difference between them.
• Understand and explain the importance of a positive organizational culture for the success of the safety management system.
• indicate the importance and measures of management commitment.
5 Top Tips for Implementing a Successful Safety Culture in Global OrganizationsPECB
A safety culture within an organization values and embeds safety in every process, decision and action. This webinar explores what needs to be done in implementing a safety culture and what are the top actions and traps to consider during the implementation.
Main points covered:
• Why is the implementation of safety culture important?
• What works when implementing a safety culture?
• What are the elite actions to take during the implementation of safety culture?
• Which dangerous traps should you avoid while implementing the safety culture?
Presenter:
Cathy Hansell, the President of Breakthrough Results, has over 30 years of safety, health, environmental (SHE), product and manufacturing quality experience, holding various senior leadership roles at several international corporations. She is a frequent guest speaker at business and academia conferences, councils and symposia in such topics as safety culture, sustainability, leadership engagement, six sigma and wellness. She was awarded the 2010 Woman of the Year in the Safety and Health Field from the National Association of Professional Women, and one of the Top 100 Women in Safety Engineering from the American Society of Safety Engineers. Most recently, Cathy co-founded the Centre for Corporate Responsibility and Sustainable Development in Europe.
Link of the recorded session published on YouTube: https://youtu.be/35JZgF3v2Jo
Rhona Flin: building a safety culture in the NHSThe King's Fund
Rhona Flin, Professor of Applied Psychology at the University of Aberdeen, discusses how we can develop and manage a safety culture in the NHS and draws on how safety is managed in other industries.
An analyst's perspective on measuring safety performance, discussing reactive and proactive indicators, ideas on developing proactive indicators, and a balanced scorecard approach to safety metrics
How I Failed as a Safety ManagerPublished on February 1, 2017B.docxwellesleyterresa
How I Failed as a Safety Manager
Published on February 1, 2017
By: Peter Jensen Sr (Safety Pete) CUSP
I have managed safety for some 30 years, to one extent or another. This includes union and nonunion as well as all trades, from transmission line men to laborers in different states. I feel that a good safety manager is also a good safety mentor. The primary function of a safety leader is to coach, correct and train, in other words, educate and influence.
Safety Managing isn’t easy; it’s an emotionally charged rollercoaster, if you take the job seriously, and try to build a safety culture from little or nothing. To do it right, you can’t give company management, the answers; rather you must gently guide them, as they learn and process the safety lessons you provide.
From the outside looking in, it seems to be an easy job, and I have been asked by many companies and people to tell them or teach them the magic formula for a successful safety program. A successful safety program, really! For my part, I can never quite see myself as successful. “Success eludes the malcontent”. By definition malcontent is one who is in active opposition to an established order or dissatisfied with the existing state of affairs. So hearing “that’s the way we always do it” just challenges me.
My first mistake was not recognizing the company for what it really was. It was another production machine needing window dressing. Where production rules the company goal or is top priority. When this happens, then safety fails every time. It’s an immense ego stroke to have company president during an interview say, “I want you to be our safety leader. Will you coach us, train and teach us, and build us a safety program”?
I set out to teach the company what it needed to know about safety. Developing a significant Safety & Health program was the first step. But it was soon obvious to me that they didn’t really want to learn how to achieve safety goals or develop a safety culture, necessary to successfully grow organization in the coming years. Rather, they wanted a magic potion that would turn them into that kind of company. That being said I have been very successful with 70% of the field personnel, 50% of the foreman overseeing the individual tasks on a project, and 30% of the superintendents. The closer to the top of the company I go the less success I can find.
Failure is guaranteed when accountability or consequences are missing.
So what did I learn from all this? Well for starters you can lead the company ” horse” to water but you can’t make it think. I could provide the best advice, guidance, and safety leadership, and training, but if the company doesn’t want to listen and learn, it is all for naught. Safety and production must be blended into forward motion. I feel no production should be valued in the absents of safety. As an example I once asked the president of a company to do just one thing to help safety. Start each and every meeting with a question to the group. ...
Beyond ethics and evidence Learning to look at the intended and u.docxjasoninnes20
Beyond ethics and evidence: Learning to look at the intended and unintended consequences of our actions
Grant Charles
To cite this article: Grant Charles (2017) Beyond ethics and evidence: Learning to look at the intended and unintended consequences of our actions, Child & Youth Services, 38:2, 108-125, DOI: 10.1080/0145935X.2017.1297200
To link to this article: https://doi.org/10.1080/0145935X.2017.1297200
Accepted author version posted online: 26 Feb 2017.
Published online: 24 Mar 2017.
Submit your article to this journal Article views: 91
View related articles View Crossmark data
Full Terms & Conditions of access and use can be found at http://www.tandfonline.com/action/journalInformation?journalCode=wcys20
CHILD & YOUTH SERVICES
, VOL. , NO. , – http://dx.doi.org/./X..
Beyond ethics and evidence: Learning to look at the intended and unintended consequences of our actions
Grant Charles
School of Social Work, University of British Columbia, Vancouver, British Columbia, Canada
ABSTRACT
The human service professions have traditionally taken a narrow perspective on what constitutes ethical and effective practice. We are taught to use simplistic code-based models to judge whether our actions are ethical and in-the-moment measures to deter- mine if we are being effective. If we observe no harm in the period of our intervention, then we believe our actions are ethical. Sim- ilarly, if we observe some positive change, then we believe our interventions are effective. However, when we examine our work within a broader context and over a longer period of time we can come to different conclusions. This article illustrates several prob- lems with these current methods and suggests alternative ways of examining ethics and effectiveness.
KEYWORDS
ethics; evidence; unintended consequences
We all wish to be ethical and effective practitioners. Despite this desire, there is no shortage of examples of unethical behavior and poor practice in the human ser- vices sector (see Representative for Children and Youth of British Columbia, 2013, 2014, 2015). There are numerous systemic reasons why we see unethical practice ranging from human frailty to overwhelmed workers with inadequate resources to antiquated and oppressive systems of care. However, I also believe it has something to do with how we are taught to understand ethical behavior. I think that the current approaches to teaching and applying ethics in professional practice are often shal- low and short-sighted. They are shallow when we focus on specific actions as being right or wrong. Short-sightedness includes the failure to consider a given situation within a sufficiently broad context and failing to imagine the effect of an action taken now beyond the term of service, our direct involvement, and the measure of desired outcomes. The results may lead to significant harmful unintended consequences. I believe that this has contributed to us having wro ...
Beyond ethics and evidence Learning to look at the intended and u.docxCruzIbarra161
Beyond ethics and evidence: Learning to look at the intended and unintended consequences of our actions
Grant Charles
To cite this article: Grant Charles (2017) Beyond ethics and evidence: Learning to look at the intended and unintended consequences of our actions, Child & Youth Services, 38:2, 108-125, DOI: 10.1080/0145935X.2017.1297200
To link to this article: https://doi.org/10.1080/0145935X.2017.1297200
Accepted author version posted online: 26 Feb 2017.
Published online: 24 Mar 2017.
Submit your article to this journal Article views: 91
View related articles View Crossmark data
Full Terms & Conditions of access and use can be found at http://www.tandfonline.com/action/journalInformation?journalCode=wcys20
CHILD & YOUTH SERVICES
, VOL. , NO. , – http://dx.doi.org/./X..
Beyond ethics and evidence: Learning to look at the intended and unintended consequences of our actions
Grant Charles
School of Social Work, University of British Columbia, Vancouver, British Columbia, Canada
ABSTRACT
The human service professions have traditionally taken a narrow perspective on what constitutes ethical and effective practice. We are taught to use simplistic code-based models to judge whether our actions are ethical and in-the-moment measures to deter- mine if we are being effective. If we observe no harm in the period of our intervention, then we believe our actions are ethical. Sim- ilarly, if we observe some positive change, then we believe our interventions are effective. However, when we examine our work within a broader context and over a longer period of time we can come to different conclusions. This article illustrates several prob- lems with these current methods and suggests alternative ways of examining ethics and effectiveness.
KEYWORDS
ethics; evidence; unintended consequences
We all wish to be ethical and effective practitioners. Despite this desire, there is no shortage of examples of unethical behavior and poor practice in the human ser- vices sector (see Representative for Children and Youth of British Columbia, 2013, 2014, 2015). There are numerous systemic reasons why we see unethical practice ranging from human frailty to overwhelmed workers with inadequate resources to antiquated and oppressive systems of care. However, I also believe it has something to do with how we are taught to understand ethical behavior. I think that the current approaches to teaching and applying ethics in professional practice are often shal- low and short-sighted. They are shallow when we focus on specific actions as being right or wrong. Short-sightedness includes the failure to consider a given situation within a sufficiently broad context and failing to imagine the effect of an action taken now beyond the term of service, our direct involvement, and the measure of desired outcomes. The results may lead to significant harmful unintended consequences. I believe that this has contributed to us having wro.
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Drinking Essay. Student essays: Essay on teenage drinkingKate Hunter
Underage Drinking - Short Essay (400 Words) - PHDessay.com. Narrative Essay: Essay on drinking alcohol. Teenage drinking essay - Alcohol and Teens: Learn the Effects of .... Persuasive Essay: Teens and Alcohol Abuse. Student essays: Essay on teenage drinking. Singular Teenage Drinking Essay ~ Thatsnotus. Alcohol:What You Should Know - Sample Essay. Alcohol age drinking - Free Essay Example | PapersOwl.com. The Issue of Teen Drinking Essay Example | Topics and Well Written .... Underage Drinking Essay: Impact of Alcohol on Teenagers. 019 Unit Essay Example Teenage ~ Thatsnotus. Stunning Lowering The Drinking Age Essay ~ Thatsnotus. Alcohol Consumption Is Common - Free Essay Example | PapersOwl.com. 004 Alcoholism Essay Effects Of Cause And Effect College Binge Drinking .... ≫ Alcohol Drinking by Underage College Students Free Essay Sample on .... drinking age persuasive essay example | Alcoholism | Social Aspects Of .... essay: Essay on Drinking Alcohol. Persuasive Essay: Drinking essay. Essay discussing the health issue of binge drinking in 15-24 year olds ....
Moving to the right side of safety is a journey; living a true culture of safety our goal. Sometimes it may feel like hiking up Everest without preparation; however, it doesn't have to be. Join us to explore this journey and inspire a passion for safety.
UXPA 2023: Designing diverse teams: How COVID-19 has helped me to build more ...UXPA International
Who would’ve thought that a global pandemic would have been the catalyst for designing and growing more diverse teams? In this talk, I’m going to share my story of how I managed to design and grow a highly talented and diverse design team in the midst of a global pandemic. This talk will equip managers with tips, advice, and strategies for designing and growing the most diverse teams to help to solve some of the world’s biggest design problems.
MODULARISM: THE MODES OF THE PROVISIONING OF SPECIFICITY-SURVEYS IN A COMPAR...Terence Morris
MODULAR IDEOLOGY EVOLVES INTELLECTUALLY AS PUBLIC-POLICY PROCESSES BEGIN TO AFFECT STIMULATED ATTITUDINAL CHANGES UNILATERALLY WHILE EMERGING IN PRIVATE-SECTOR ECONOMIES, BECAUSE OF THE NEED TO COMPETE FOR CONTENT PURCHASERS ASSET ALLOCATION DECISIONS. ALONG WITH ASSET ALLOCATION DECISIONS, “SPECIFICITY-SURVEY” SYSTEMS THEORY RECOGNIZES BOTH EXTERNAL AND INTERNAL INFLUENCES ON ORGANIZATIONAL BEHAVIOR. EXTERNAL FACTORS THAT INFLUENCE THE ORGANIZATION INCLUDE WORLD FINANCIAL CONDITIONS, GLOBAL COMPETITION FOR PRODUCTS AND SERVICES, AND POLITICAL AND GOVERNMENTAL REGULATIONS (BURKE, 1994).
Texas Pedestrian Safety Forum, July 12, 2018
When Your Urban Core Arrives | University Drive in College Station Presented by James Robertson, Ph.D., P.E., Lee Engineering
Texas Pedestrian Safety Forum, July 12, 2018
Presentation by Kevin Kokes, Principal Transportation Planner, North Central Texas Council of Governments (NCTCOG)
In 2009, the Texas A&M Transportation Institute (TTI) added a one-of-a-kind Visibility Research Laboratory to its collection
of world class research facilities. The laboratory is located in the Institute’s State Headquarters and Research Building in the Research Park at Texas A&M University in College Station, Texas. The laboratory features a 125-foot-long corridor that is used to test retroreflective materials and coatings, lights and other technologies designed to provide nighttime visibility for
highway drivers.
What is Truck Platooning?
Level 2 truck platooning extends radar and vehicle-to-vehicle, communications-based, cooperative-adaptive cruise control using precise automated lateral and longitudinal vehicle control to maintain a tight formation of vehicles with short following distances. A manually driven truck leads a platoon, allowing the driver(s) of the following truck(s) to disengage from driving tasks and monitor system performance. Level 1 truck platooning has demonstrated the potential for significant fuel savings, enhanced mobility and associated emissions reductions from platooning vehicles. Level 2 automation may increase these benefits while reducing driver workload and increasing safety.
The Transportation Revenue Estimator and Needs Determination System (TRENDS) model funded by the Texas Department of Transportation is designed to provide transportation planners, policy makers and the public with a tool to forecast transportation revenues and expenses based on a user-defined level of investment at both the state and local
level. The user, through interactive windows, can control a number of variables related to assumptions regarding statewide transportation needs, population growth rates, fuel efficiency,
federal reimbursement rates, inflation rates, taxes, fees and other elements. The output is a set of tables and graphs showing a forecast of revenues, expenditures and fund balances for each year of the analysis period based on the
user-defined assumptions. The TRENDS model also includes a local option sub-model for each of Texas’ 25 Metropolitan Planning Organizations. Through the local option model the user can analyze changes in local revenues by creating
or adjusting a local fuel tax, local vehicle miles traveled tax, local vehicle registration fee or the local fuel efficiency rates.
The Travel Forecasting Program at the Texas A&M Transportation Institute (TTI) supports and assists public agencies in the development, implementation and application of
current and emerging technologies in travel demand forecasting.
The purpose of travel forecasting is to help transportation
decision makers, at the local and state levels, improve the overall function of the transportation system. Program staff members accomplish this by developing travel models that predict future transportation patterns based on many variables. The variables used by program staff include comprehensive travel survey data, U.S. Census data, current and projected socio-demographic data, existing and projected transportation system data, and current traffic data.
The Texas A&M Transportation Institute (TTI) Transportation Planning Program conducts research on travel surveys, travel behavior and related data collection methods to support travel models, policy, and air quality analyses. Program researchers have expertise in travel data collection methods and technologies; survey design and sampling, data analysis and interpretation; demographic data preparation for modeling; and corridor management and preservation.
The Texas A&M Transportation Institute (TTI) Transit
Mobility Program provides research and technology transfer expertise in all aspects of public transportation planning, management and operations. Program researchers bring a combination of direct operational skills in all bus and rail modes and nationwide research experience with metropolitan, urban and rural transit systems. Research projects result in practical, actionable recommendations for enhancing transit access, efficiency, effectiveness, safety and funding sustainability. Transit Mobility Program staff are adept at facilitating multi-agency groups in the development of shared transportation objectives, innovative strategies and coordinated services.
The TTI Center for Transportation Safety is home to a Realtime Technologies, Inc. (RTI) driving simulator that provides measurements of drivers’ responses to roadway situations, in-vehicle technologies, and driving-related tasks. RTI’s
SimCreator® and SimVista® software tools provide a library of different roadway cross-sections and interchanges, as well as a variety of roadway objects, buildings, and ambient traffic. In addition, custom roadway tiles can be programmed to match a specific roadway segment. This allows for in-house development of a wide range of rural and urban roadway scenarios, making it possible to inexpensively test multiple variations and placements of roadway devices or in-vehicle
signals and displays. Using the driving simulator, researchers can test a wider variety of roadway geometries and traffic conditions than are typically possible in a test-track study or fiscally practical in a field study.
The Texas A&M Transportation Institute’s (TTI) Sediment and
Erosion Control Laboratory (SEC Lab) provides the transportation industry with a research and performance
evaluation program for roadside environmental management. Research at the SEC Lab includes stormwater quality improvement, erosion and sediment control, and vegetation
establishment and management.
The Texas A&M University System is creating a new paradigm for the future of applied research, technology development and education. The 2,000 acre RELLIS Campus is conveniently located just 8 miles/15 minutes from Texas A&M University’s main campus. This location has long been a place where Texas A&M has conducted world-class research, technology development and workforce training in areas such as vehicle safety, traffic engineering, law enforcement training, biological materials processing, robotics and unmanned aerial systems.
Freight and passenger rail is a critical component of our nation’s
transportation system. Texas A&M Transportation Institute’s
(TTI) Multimodal Freight Transportation Programs Group
remains active in exploring the future of rail through a variety
of research activities.
Public scrutiny and agency accountability are at an all-time
high. Agencies are looking for a better understanding of the issues that are important to their customers. In an era of strained financial resources, it is necessary to order priorities that are important to the people that support the transportation system through taxes and fees. The Public Engagement Planning (PEP) program at the Texas A&M Transportation
Institute (TTI) provides research innovations and coordinated support to sponsors in the areas of public engagement planning and public opinion research.
The Texas A&M Transportation Institute (TTI) was asked by the Texas Department of Transportation (TxDOT) to assist in the application and refinement of prior research to accomplish some key goals during the reconstruction of the I-35 corridor from Hillsboro to Salado (90 miles total). Currently, TxDOT is conducting 10 construction projects along this corridor. More than 30 million drivers, including travelers, shippers and intercity commuters, use the corridor each year.
Intelligent transportation systems (ITS) include a broad range of services and technology solutions that provide and manage information to improve the safety, efficiency and performance of our transportation network.
Researchers design and implement experiments with human subjects (including field and simulator studies) and survey subjects to identify driver safety issues, such as those related to traffic control devices, distraction and fatigue. TTI’s experimental psychologists and industrial engineers have conducted numerous studies related to driver response to roadway geometric design; visibility and driver comprehension of traffic control devices; driver distraction; and automotive adaptive equipment for disabled drivers, older drivers and short-statured drivers.
The Human Factors Program is housed within the Center
for Transportation Safety at the Texas A&M Transportation
Institute (TTI). The goal of the program is to conduct basic and
applied research to measure driver performance and behavior
for varied driving situations, vehicle characteristics and roadway
environments. Researchers design and implement experiments with human subjects (including field and simulator studies) and survey subjects to identify driver safety issues, such as those related to traffic control devices, distraction and fatigue.
TTI’s experimental psychologists and industrial engineers have
conducted numerous studies related to driver response to
roadway geometric design; visibility and driver comprehension
of traffic control devices; driver distraction; and automotive
adaptive equipment for disabled drivers, older drivers and
short-statured drivers.
For more than three decades, the Texas A&M Transportation
Institute (TTI) has been actively involved in the development
and improvement of the Texas Airport System. TTI’s contributions include activities related to planning and programming of airport projects, airport maintenance, and aviation education. TTI researchers have provided valuable guidance on a variety of issues to the Aviation Division at the Texas Department of Transportation (TxDOT) and to small and large airports across the state, including the Dallas-Fort Worth International Airport, Houston’s George Bush Intercontinental Airport and small airports such as Bryan’s Coulter Field.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
Enhanced Enterprise Intelligence with your personal AI Data Copilot.pdfGetInData
Recently we have observed the rise of open-source Large Language Models (LLMs) that are community-driven or developed by the AI market leaders, such as Meta (Llama3), Databricks (DBRX) and Snowflake (Arctic). On the other hand, there is a growth in interest in specialized, carefully fine-tuned yet relatively small models that can efficiently assist programmers in day-to-day tasks. Finally, Retrieval-Augmented Generation (RAG) architectures have gained a lot of traction as the preferred approach for LLMs context and prompt augmentation for building conversational SQL data copilots, code copilots and chatbots.
In this presentation, we will show how we built upon these three concepts a robust Data Copilot that can help to democratize access to company data assets and boost performance of everyone working with data platforms.
Why do we need yet another (open-source ) Copilot?
How can we build one?
Architecture and evaluation
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
Unleashing the Power of Data_ Choosing a Trusted Analytics Platform.pdfEnterprise Wired
In this guide, we'll explore the key considerations and features to look for when choosing a Trusted analytics platform that meets your organization's needs and delivers actionable intelligence you can trust.
Unleashing the Power of Data_ Choosing a Trusted Analytics Platform.pdf
Exploring and Measuring "Safety Culture" in an Organization
1. Terry Stobbe, CSP, CIH, CPE
U of Arizona
James McIntosh, CSP, CIH
Marshall University
2. SAFETY CULTURE
Definition (per USDOT):
An organization’s shared values, actions, and
behaviors that
“demonstrate a commitment to safety over
competing goals and demands” ??
The “shared” interact with the organization’s
structures and control systems
To create the set of choices that play out as the
actions/behaviors that determine the safety
related results within the organization
View the term organization very broadly
3. SAFETY CULTURE
WHO is doing this sharing?
&
Where does the idea that a group of people
share the same values, beliefs, actions, and
behaviors about safety come from?
In the workplace where industrial safety is in play,
there are at least 4 different groups potentially
involved …management, supervision, work group,
and the set of individuals
For traffic safety in general society, there are many
groups involved such as truckers, commuters, kids,
housewives, old folks like me, tourists, etc ….
4. SAFETY CULTURE
Ideally, all 4 workplace groups share the same
culture
The literature and our experience are clear: this
is rare, and frequently there are subcultures of
safety within the 4 groups
The literature also shows that the greater the
difference between groups, the worse the safety
record---differences in values and beliefs create
emotional tension – this is just like in a
marriage—the less aligned the two people’s
values and beliefs the more the tension and
more likely the split
5. SAFETY CULTURE
The literature and experience also show that it is
common for different locations within an organization to
have different “safety cultures”
Since the “safety culture” includes the values, actions,
and behaviors that demonstrate an individual or group’s
commitment to safety,
it is often true that different aspects of an individual’s or
group’s work will have a similar level of commitment to
safety
For example in the case of an individual or group, the
“safety culture” around their work and their driving are
likely to be similar because their underlying emotions which
drive their behaviors are the same for both activities
6. Safety Culture
For traffic safety in general society, there
are more groups with different interests so
the liklihood of shared values is very small.
So when we measure “safety culture” what
are we measuring?
7. Safety Culture
When we use a questionaire to ask about
drinking & driving, or speeding while
driving, or any other aspect of driving, and
we get percentages of people who feel
different ways, how do we effectively use
that information to solve the problem??
8. Safety Culture
Are we really surprised when our
questionaire results tell us that people who
say they are comfortable driving after
drinking are more likely to drink and drive
than people who say they are not
comfortable with it?
What do we do with that information?
Isn’t it more important to try to find out
why these people feel it is ok to drink
and drive?
9. Safety Culture
Are we looking to change behavior with
respect to these values? What does it take
to get a person to CHOOSE to change their
behavior?
Usually, it means – what’s in it for me?
But how can we know what has value
to them and how can we influence how
they see the value?
10. Safety Culture
When we know WHY they feel ok with
something dangerous, how do we approach
them
Are they rational or emotional in their
decision making
Unless we understand their choice making,
we can’t change it
11. Devil is in the detail
Consider distracted driving
Is it about texting while driving?---yes but!
What about eating, lighting a cigarette,
adjusting the radio, feeling the time
pressure to get to work, thinking about the
fight with a significant other that happened
before getting into the car, getting angry at
the guy who just cut in front of me, etc.
Is the real question, why do people choose
to be distracted while driving?
12. Safety Culture
In workplace safety, people have been
searching for the “silver bullet” for a long
time. And It does not exist
There is no “silver bullet” for traffic safety
either
13. SAFETY CULTURE
Our project is evaluating the “safety culture” at
the WVDOT-DOH as it relates to both aspects of
safety – driving safety and work safety
As a result of this project, we expect that :
we will be able to describe the current state of the
WVDOT-DOH safety culture, and
be able to describe the cultural differences in the
approach to safety from the 4 groups, and
To show how these differences are affecting
safety and productivity in the organization
14. SAFETY CULTURE
Depending on the data, we hope to be able to
suggest some ways that a cultural change can
reduce the frequency of accidents and injuries,
reduce their associated cost, and in some cases
improve productivity
NOTE—we have no implementation authority,
and we are not sure how willing the
supervision/management is to make changes to
their approach to safety and productivity
15. SAFETY CULTURE
The plan/hope is that the WVDOT-DOH can
change its culture to make it safer in both
driving and working
The state agency is being asked to show it is
“walking the walk” and that their success can….
If appropriate media are used, be used to
influence the WV public at large to improve their
“safety culture” (their safety related driving and
safety related behaviors)
16. Evaluation/measurement Approach
Analyze and summarize WVDOT-DOH driving
and job related accident, injury, and illness data
as it relates to their current “safety culture”
17. Evaluation/measurement Approach
Conduct interviews with a sample of employees
in each district and headquarters
sample will include people at various levels and
job tasks within the organization
This should help us determine how employees
perceive driving and workplace safety and how
they fit it into their lives and ultimately the
WVDOT-DOH culture
This will provide a detailed picture of how “safety”
fits into the organization
18. Evaluation/measurement Approach
Conduct an employee perception survey to be
completed by as many employees as are willing,
to get the broadest possible, but less detailed,
picture of the “safety culture”
Compare the interview results with the
questionaire results
19. Evaluation/measurement Approach
Analyze the interview and survey results and
prepare an initial report to discuss with
designated WVDOT-DOH personnel
(preliminary data shows wide differences in the
ways that management, supervision, and labor
view the “safety culture” in the organization)
Use the report and discussion to prepare a list
of areas where change could be made to
improve the “safety culture” and reduce
accident and injuries along with their cost
20. Project Completion
In the report, provide a description of the
strengths and weaknesses of the WVDOT-DOH
“safety culture”
Prepare a Safety Culture Action Plan (SCAP)
which can be used to begin improving safety in
the organization
Present the “safety culture” description and
SCAP to WVDOT-DOH management (and
whomever else management designates) so they
can take action