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This paper uses a model of accident prevention as a vehicle to investigate the psychological mechanisms that underpin the poor health and safety performance of the construction industry. It identifies a range of organizational conditions that appear to cause behavior that reduces the effectiveness of accident prevention systems within construction projects. After investigating the causes of these conditions, it concludes with a series of practical recommendations, which will help construction project managers to create an environment more conducive to safety.
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Martin Loosemore (1998) studied this question.
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