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Transformative learning and workplac...

Dodge, R. Bruce.

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Transformative learning and workplace safety: A case study.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Transformative learning and workplace safety: A case study./
Author:	Dodge, R. Bruce.
Description:	182 p.
Notes:	Source: Dissertation Abstracts International, Volume: 72-07, Section: A, page: .
Contained By:	Dissertation Abstracts International72-07A.
Subject:	Health Sciences, Occupational Health and Safety. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3450725
ISBN:	9781124598284

Transformative learning and workplace safety: A case study.
Dodge, R. Bruce.

Transformative learning and workplace safety: A case study. - 182 p.

Source: Dissertation Abstracts International, Volume: 72-07, Section: A, page: .

Thesis (Ed.D.)--National-Louis University, 2011.

Workplace injuries and illness and the associated costs are a problem of epidemic proportion adversely impacting workers and employers. While workplace safety systems appear to offer the potential for effectively reducing workplace injury and illness, rates of injury in many jurisdictions remain unacceptably high. The purpose of this study was to understand the process of leaders' apparent perspective transformation associated with a record of high injury rates to making safety a corporate priority, how that impacts the organization, and how that experience might inform others. Using the lens of transformative learning this case study, informed by ethnography, examined the experience of a long term seniors' living facility which had dramatically reduced injury rates and costs. Interviews were conducted with influential managers at the facility and corporate level plus one non-management person. Document review, observation and artefacts provided additional data. Findings indicated that organizations with high injury rates have the potential to change their safety perspective and that perceived realities, or frames of reference serve to direct actions taken by leaders. Disorienting dilemmas, discourse and critical reflection were seen as contributing to changes in leaders' frames of reference leading to action to create a safer workplace. Compassion, commitment and respect for employees by leaders were seen as underpinning the change, while engagement of workers was seen as an important part of effecting a culture change within the workplace. Leadership commitment was seen as critical to effecting the change in safety priority and the workplace culture relative to safety. Transformative learning was seen both as a way of understanding the change within the case study, and potentially as a means of effecting change in leaders' frames of reference more broadly.

ISBN: 9781124598284Subjects--Topical Terms:

1017799
Health Sciences, Occupational Health and Safety.

Transformative learning and workplace safety: A case study.
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020 $a 9781124598284
035 $a (UMI)AAI3450725
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100 1 $a Dodge, R. Bruce. $3 1684907
245 1 0 $a Transformative learning and workplace safety: A case study.
300 $a 182 p.
500 $a Source: Dissertation Abstracts International, Volume: 72-07, Section: A, page: .
500 $a Adviser: Thomas Heaney.
502 $a Thesis (Ed.D.)--National-Louis University, 2011.
520 $a Workplace injuries and illness and the associated costs are a problem of epidemic proportion adversely impacting workers and employers. While workplace safety systems appear to offer the potential for effectively reducing workplace injury and illness, rates of injury in many jurisdictions remain unacceptably high. The purpose of this study was to understand the process of leaders' apparent perspective transformation associated with a record of high injury rates to making safety a corporate priority, how that impacts the organization, and how that experience might inform others. Using the lens of transformative learning this case study, informed by ethnography, examined the experience of a long term seniors' living facility which had dramatically reduced injury rates and costs. Interviews were conducted with influential managers at the facility and corporate level plus one non-management person. Document review, observation and artefacts provided additional data. Findings indicated that organizations with high injury rates have the potential to change their safety perspective and that perceived realities, or frames of reference serve to direct actions taken by leaders. Disorienting dilemmas, discourse and critical reflection were seen as contributing to changes in leaders' frames of reference leading to action to create a safer workplace. Compassion, commitment and respect for employees by leaders were seen as underpinning the change, while engagement of workers was seen as an important part of effecting a culture change within the workplace. Leadership commitment was seen as critical to effecting the change in safety priority and the workplace culture relative to safety. Transformative learning was seen both as a way of understanding the change within the case study, and potentially as a means of effecting change in leaders' frames of reference more broadly.
590 $a School code: 1180.
650 4 $a Health Sciences, Occupational Health and Safety. $3 1017799
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Adult and Continuing. $3 626632
690 $a 0354
690 $a 0454
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710 2 $a National-Louis University. $b Adult & Continuing Education. $3 1680641
773 0 $t Dissertation Abstracts International $g 72-07A.
790 1 0 $a Heaney, Thomas, $e advisor
790 1 0 $a Lipson Lawrence, Randee $e committee member
790 1 0 $a McRae, Brad $e committee member
790 1 0 $a McMahon, Ellen $e committee member
790 $a 1180
791 $a Ed.D.
792 $a 2011
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3450725