In today’s corporate world, as well as in nonprofit and other private-sector organizations, behavior-based risk management has become a fundamental strategy for anticipating and preventing incidents, reducing operational and compliance risks, and nurturing a proactive culture. Despite its growing prevalence, this concept did not appear overnight. It has deep roots in early industrial safety theories, findings from behavioral psychology, and the subsequent development of organizational behavior management techniques.
Below, in Part One of the Two-Part series, we explore how these ideas evolved over time.