You have the power to protect yourself and others! What does it mean to be safe? Does it mean beating a throw to home plate? Does it mean never taking risks? No! Being safe is about feeling secure, feeling protected and being responsive--no matter the environment or situation. You can be safe in so many simple ways. From being aware of your limits to creating healthy boundaries. By not giving in to peer pressure and by standing up to bullies. And by being safe on the Internet, or knowing the right time to get a caring adult's help. This revised and updated addition to the award-winning What Does It Mean to Be...? series is the perfect book to spark meaningful dialogue and ensure every child knows what it means to be safe.

A Mom's Choice Gold Award Winner Being safe means... Fastening your seatbelt Using the buddy system Not tolerating bullying As a young boy and his friends go on an outing to the local river, they look out for one another, resist peer pressure, and listen to their inner voices to know the right things to do. Along the way, the boy discovers that each of us is the single best person to protect our self, and that there are so many things we can all do to be safe What Does It Mean To Be Safe? explores physical, emotional, social, and cyber safety in unthreatening ways that spark meaningful conversations between adults and children.

This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Perhaps the leader's most challenging task is to increase intellectual friction while decreasing social friction. When this doesn't happen and it becomes emotionally expensive to say what you truly think and feel, that lack of psychological safety triggers the self-censoring instinct, shuts down learning, and blocks collaboration and creativity. Timothy R. Clark, a former CEO, Oxford-trained social scientist, and organizational consultant, provides a research-based framework to help leaders transform their organizations into sanctuaries of inclusion and incubators of innovation. When leaders cultivate psychological safety, teams and organizations progress through four successive stages. First, people feel included and accepted; then they feel safe to learn, contribute, and finally, challenge the status quo. Clark draws deeply on psychology, philosophy, social science, literature, and his own experiences to show how leaders can, and must, set the tone and model the ideal behaviors—as he says, “you either show the way or get in the way.” This thoughtful and pragmatic guide demonstrates that if you banish fear, install true performance-based accountability, and create a nurturing environment that allows people to be vulnerable as they learn and grow, they will perform beyond your expectations.

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of “fitting in” and “going along” spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the “yes-men” approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Safe People will help you discover why good people can get tangled in bad relationships, how to avoid repeating your own mistakes, and how to pick safe, healthy people for the friends you make and the company you keep. Too many of us have invested in relationships that have gone wrong. Maybe you've been judged, manipulated, or controlled. Or maybe you've trusted the wrong people in the past. It's easy to make the same mistakes of judgment over and over--or, worse, to give up on trying to have great, authentic relationships again. But it doesn't have to be that way. In Safe People, Drs. Henry Cloud and John Townsend teach you that being with an unsafe person can be damaging to your confidence, your trust in others, and even your health. You'll learn that you have the power to surround yourself with accepting, honest, and safe people who draw you closer to being the person God intended you to be. Drs. Cloud and Townsend, authors of the New York Times bestseller Boundaries, are here to share the lessons they've learned in their years of practicing psychology and studying the patterns and practices that support clear, biblical boundaries. In Safe People, they offer guidance for making safe choices in all of your day-to-day relationships, from family and friends to colleagues and partners. Safe People will give you the tools you need to recognize what makes people relationally safe, form positive relationships, and even become a safe person along the way. Drs. Cloud and Townsend share expert insights that will help you ask important questions: How can I learn to pick better friends? Why do I choose people who let me down? How did I end up with this critical boss? How do I attract irresponsible people? Why did I invest money with that unscrupulous person? What is it about me that draws the wrong types of people to me? Why am I drawn to the wrong types of people? It's time to revitalize your connections and finally start enjoying the healthy, balanced relationships that you deserve.

E.P. thinks To-Be is beautiful! It is the place he wants to call home. After settling in the green apple tree, E.P. finds the town is not as eco-friendly as he'd hoped! He sets out to educate his new neighbors with tips on saving energy and recycling. Soon, everyone is on board to help protect our planet. Looking Glass Library is an imprint of Magic Wagon, a division of ABDO Group. Grades P-4.

Safety has traditionally been defined as a condition where the number of adverse outcomes was as low as possible (Safety-I). From a Safety-I perspective, the purpose of safety management is to make sure that the number of accidents and incidents is kept as low as possible, or as low as is reasonably practicable. This means that safety management must start from the manifestations of the absence of safety and that - paradoxically - safety is measured by counting the number of cases where it fails rather than by the number of cases where it succeeds. This unavoidably leads to a reactive approach based on responding to what goes wrong or what is identified as a risk - as something that could go wrong. Focusing on what goes right, rather than on what goes wrong, changes the definition of safety from ’avoiding that something goes wrong’ to ’ensuring that everything goes right’. More precisely, Safety-II is the ability to succeed under varying conditions, so that the number of intended and acceptable outcomes is as high as possible. From a Safety-II perspective, the purpose of safety management is to ensure that as much as possible goes right, in the sense that everyday work achieves its objectives. This means that safety is managed by what it achieves (successes, things that go right), and that likewise it is measured by counting the number of cases where things go right. In order to do this, safety management cannot only be reactive, it must also be proactive. But it must be proactive with regard to how actions succeed, to everyday acceptable performance, rather than with regard to how they can fail, as traditional risk analysis does. This book analyses and explains the principles behind both approaches and uses this to consider the past and future of safety management practices. The analysis makes use of common examples and cases from domains such as aviation, nuclear power production, process management and health care. The final chapters explain the theoret