Disciplinary

Frank Jahn has worked as a Petroleum Geologist mainly in Brunei, Thailand, the Netherlands and the UK. He has designed and taught multi-disciplinary training courses related to oil and gas field exploration and development worldwide. After 11 years with a multinational company he became co-founder of TRACS International in 1992 where he is a Director. 

In parallel, the ad hoc group has organized a seminar open to all the disciplinary working groups of CEN/TC138. This meeting, held in September 1996 in Paris, had several aims ... 

Training required to use analysis initially Multi-disciplinary team-based application essential Can be subjective and tedious... 

Three Disciplinary Approaches for Obtaining Health Information... 

Policies enable managers to determine whether a subordinate s action or decision was simply poor judgement or an infringement of the rules. If no rule exists, subordinates cannot be criticized for using their judgement, however poorly it is used. If a rule exists, one has to establish whether it was accidentally or deliberately broken, for the latter is a disciplinary offence. Without written policy no one knows where they stand and any decision may create an unwanted precedent. 

The first perspective is the traditional safety engineering approach (Section 2.4). This stresses the individual factors that give rise to accidents and hence emphasizes selection, together with motivational and disciplinary approaches to accident and error reduction. The main emphasis here is on behavior modification, through persuasion (motivational campaigns) or pimishment. The main area of application of this approach has been to occupational safety, which focuses on hazards that affect the individual worker, rather than process safety, which emphasizes major systems failures that could cause major plant losses and impact to the environment as well as individual injury. 

The basic assumption is that the individual always has the choice of whether or not to behave in an unsafe manner. The implication of this assumption is that the responsibility for accident prevention ultimately rests with the individual worker. It also implies that as long as management has expended reasonable efforts to persuade an individual to behave responsibly, has provided training in safe methods of work, and has provided appropriate guarding of hazards or personal protection equipment, then it has discharged its responsibilities for accident prevention. If these remedies fail, the only recourse is disciplinary action and ultimately dismissal. 

Having described the underlying philosophy of the traditional approach to accident prevention, we shall now discuss some of the specific methods that are used to implement it, namely motivational campaigns and disciplinary action and consider the evidence for their success. We shall also discuss another frequently employed strategy, the use of safety audits. 

Emphasis for prevention will be on changing individual behavior by symbolic or tangible rewards based on statistical evidence from the data collection system. "Hard" performance indicators such as lost time incidents will therefore be preferred to "softer" data such as near-miss reports. Accident prevention will also emphasize motivational campaigns designed to enhance the awareness of hazards and adherence to rules. If a severe accident occurs, it is likely that disciplinary sanctions will be applied. 

Gatica, J. E., and Hlavacek, V., Laboratory for Ceramic and Reaction Engineering A Cross-Disciplinary Approach, Cera/w/c Bulletin, 69(8) 1311-1318 (1990)... 

Earth system science is a young science with great potential, but we must exercise caution in not overlooking important details of traditional, disciplinary science in our attempt to develop this new and integrative science. The foundation upon which we will proceed in this book is to... 

In the rare cases where sexual, racial or disability discrimination occur, this needs to be dealt with swiftly for ethical reasons as well as the sake of the mentoring scheme s reputation. There are various penalties that can be applied to such offences, ranging from warnings of dismissal from the program to dismissal from the company. As with all disciplinary or grievance cases, the penalty should be appropriate to the offence and thorough procedures should have been carried out to verify any allegations. 

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