Title: Behavior Based Safety
1Behavior Based Safety
- Gary Peacock
- Safety Consultant
- Ohio BWC
2Objectives
- The benefits of behavior-based systems.
- The basic principles of how to motivate safe
behavior. - A companys readiness for behavior-based safety.
- Compare and contrast the different behavior-based
systems on the market today.
3Why Safety Programs Do Not Work
- Safety is a priority, not a value!
- Safety is not managed in the same manner as
production, quality, and cost issues! - Safety is not driven through continuous
improvement!
4Fallacies or Realities in Safety Fables?
- Conditions cause accidents!
- Enforcing rules improves safety!
- Safety professionals can keep workers safe!
- Low accident rates indicate safety programs are
working well! - Investigating to find the root cause of accidents
will improve safety! - Awareness training improves safety!
- Rewards improve safety!
5Core Elements in Successful Safety Programs
- A culture that says safety is important around
here! - A tight accountability system!
6Behavior Based Safety What Is It?
- An excellent tool for collecting data on the
quality of a companys safety management system - A scientific way to understand why people behave
the way they do when it comes to safety - Properly applied, an effective next step towards
creating a truly pro-active safety culture where
loss prevention is a core value - Conceptually easy to understand but often hard to
implement and sustain
7Behavior Based Safety What It Is Not!
- Only about observation and feedback
- Concerned only about the behaviors of line
employees - A substitution for traditional risk management
techniques - About cheating manipulating people aversive
control - A focus on incident rates without a focus on
behavior - A process that does not need employee involvement
8Obstacles To Success
- Poorly Maintained Facilities
- Top-down Management Practices
- Poor Planning/Execution
- Inadequate Training
9Keys to Success
- Meaningful Employee Empowerment
- Designing a Well Planned and Supported BBS
Process - Managing BBS Process with Integrity
-
10Turn Talk
- What kinds of injuries and accidents are common
at your workplace?
11What percentage of these accidents are a result
of
- Unsafe conditions, OSHA violations, dangerous
equipment? _____ - Unsafe actions, at-risk behaviors, poor
decisions? _____
12What percentage of these accidents are a result
of
- Unsafe conditions, OSHA violations, dangerous
equipment? 6 - Unsafe actions, at-risk behaviors, poor
decisions? 94
13Therefore, compliance is necessary but not
sufficient for great safety.Safety is about
people, and behavior is the challenge.
14Fatality
Major
Minor Injury
Property Damage
Near Miss (hit)
At-risk Behaviors
15Traditional Safety
Safety Training
Slogans
Regulations
Policies
Reprimands
Fewer Accidents
Contests Awards
Safety Meetings
Committees Councils
16Behavior Based Safety
Fewer at-risk Behaviors
17What Behavior-based is...
Safe People vs Safe Places
Injuries Equal Management Errors
Behavior Management
Measure Behaviors vs Results
Observation Feedback
Positive Reinforcement
18Organizational Performance Model
Systems
Behaviors
Great Performance
Climate
19Systems
- Accountability
- Communication
- Decision Making
- Measurement
- Orientation
-
- Training
- Employment
- Auditing
20Behaviors
- Honesty and Integrity
- Ask for help without taking responsibility
- Recognition
- Observation and feedback
- Trust
- Listen with empathy
21Climate Variables
- Confidence/trust
- Interest in people
- Understanding problems
- Training/helping
- Teaching to solve problems
- Much information
- Approachability
- Recognition
- Rensis Likert
22Turn Talk
- What is the primary purpose of a supervisor?
- What is the most effective way to motivate people?
23Human Behavior is a function of
ð Activators (what needs to be done)
ð Competencies (how it needs to be done)
ð Consequences (what happens if it is done)
24Human behavior is both
-
- ð Observable
- ð Measurable
therefore Behavior can be managed !
25Attitudes Are inside a persons head
-therefore they are not observable or measurable
however
- Attitudes can be changed by changing behaviors
26ABC Model
- Antecedents
- (trigger behavior)
- Behavior
- (human performance)
- Consequences
- (either reinforce or punish behavior)
27Definitions
- Activators A person, place, thing or event
that happens before a behavior takes place that
encourages you to perform that behavior. -
- Activators only set the stage for behavior or
performance - they dont control it.
28Some examples of activators
29Definitions
Behavior Any directly measurable thing that
a person does, including speaking, acting, and
performing physical functions.
30Some examples of behavior
31Definitions Consequences Events that follow
behaviors. Consequences increase or decrease the
probability that the behaviors will occur again
in the future.
If you dont send in that payment well take you
to court
Oh please let it be Bob!
32Behavioral Model
B f (c)
Antecedents
Behaviors
Consequences
33Some example of Consequences
34Consequences - How would you view them?
Sunbathing
Aggressive Drivers
35Only 4 Types of Consequences
- Positive Reinforcement (R)
- ("Do this you'll be rewarded")
-
- Negative Reinforcement (R-)
- ("Do this or else you'll be penalized")
- Punishment (P)
- ("If you do this, you'll be penalized")
- Extinction (E)
- ("Ignore it and it'll go away")
Behavior
36Consequences Influence Behaviors Based Upon
Individual Perceptions of
Magnitude - large or small
- Significance - positive or negative
Impact - personal or other
- Timing - immediate or future
- Consistency - certain or uncertain
37Consequences need to be ...
Soon vs Delayed
Certain vs Uncertain
Personal vs Organizational
Positive vs Negative
38Both Positive (R) Negative (R-) Reinforcement
Can Increase Behavior
- R any consequence that follows a behavior and
increases the probability that the behavior will
occur more often in the future - You get
something you want - R- a consequence that strengthens any behavior
that reduces or terminates the behavior - You
escape or avoid something you dont want
39Good safety suggestion Joe! Keep bringing em up!
R
One more report like this and youre outa here!!
R-
40R
Performance
The effects of positive reinforcement
Time
41P
Performance
The effects of punishment
Time
42Why is one sign often ignored, the other one
often followed?
43The Behavior Based Safety Challenge
To create conditions that encourage people to
collaborate because they want to not because
they have to
Lets do it!!
44Motivation Model
Performance
Motivation
45Motivation Model
Selection - Can they do it
Training - Do they know how
Performance
Motivation
46Motivation Model
Selection - Can they do it
Job Climate - Boss Peer relationships, Work
environment
Training - Do they know how
Performance
Motivation
47Motivation Model
Selection - Can they do it
Job Climate - Boss Peer relationships, Work
environment
Training - Do they know how
The Job Itself - Any fun, challenge
Job Motivational Factors Achievement, Promotion,
Recognition, Responsibility
Performance
Motivation
48Motivation Model
Selection - Can they do it
Job Climate - Boss Peer relationships, Work
environment
Training - Do they know how
The Job Itself - Any fun, challenge
Job Motivational Factors Achievement, Promotion,
Recognition, Responsibility
Performance
Motivation
Peer Groups - Norms, Pressures
Union - Norms, Pressures
49Accident Causation
50D
O
T
S
Causation Model
Logical decision in his/her situation
Decision to err
Perceived low probability
Acc or incidt
Injury or loss
Human Error
Overload or mismatch
Capacity with Load in a State
Incompble displays/ Controls or job design
Systems Failure
Traps
Workstatn design
51Causation Model
D
O
T
S
S
Logical decision in his/her situation
Peer pressure Measures of the boss Perceived
priorities of mgt
Decision to Err
Of the incident occurring Of a loss resulting
Perceived low probability
52O
Causation Model
D
T
S
Natural endowment Physical capability Knowledge
skill Drugs / alcohol Information
processing Environment Worry / stress
Fatigue LCUs
Capacity with Load in a State
Overload or a Mismatch
53T
Causation Model
D
O
S
Size, force, feel, repetition reach
Workstation or Job design
Traps
Stereotypes, Human capabilities,
Expectations, Inconsistencies
Incompatible displays or controls
54S
Causation Model
D
O
T
Systems Causes
- Lack of Policy / Guidelines / Practices
- Poorly defined responsibility
- No authority to act
- Little accountability or measurement
- No analysis of incidents
- No orientation of new / transferred staff
- Lack of clear SOPs / Standards
55Causation Model
D
O
T
S
Decision to Err
Human Error
Acc or incidt
Overload or mismatch
Injury or loss
Systems Failure
Traps
56BenefitsofBehavior-based Approaches
57Average Reduction of Injury Frequency
- Implementation of BBS
- After 1 year 34
- After 2 years 44
- After 3 years 61
- After 4 years 71
58Safety Intervention Strategies(By NSC)
- Approach of Studies of Subjects
Reduction - Behavior Based 7 2,444 59.6
- Ergonomics 3 n/a
51.6 - Engineering Change 4 n/a 29.0
- Problem Solving 1 76
20.0 - Govt Action 2 2
18.3 - Mgt. Audits 4 n/a
17.0 - Stress Management 2 1,300 15.0
- Poster Campaign 2 6,100 14.0
- Personnel Selection 26 19,177
3.7 - Near-miss Reports 2 n/a
0
59Why Implement BBS?
- Safety is about people.
- Compliance is not sufficient.
- Consequences drive behavior.
- Motivating
- Performance Feedback
60Why Implement BBS?
- Truly proactive
- Broad awareness
- Deep Involvement
- Proven effective
- Transcends workplace safety
61Three Essential Questions
- What behaviors are being observed?
- Why are those behaviors present?
- Now What will be done to correct the system
deficiencies?
62BBS FeaturesStrengths / Weaknesses
- Peer to peer observation
- Supervisory observation
- Behavior audit
- Snapshot
- Software support
- Customized behavior inventories
- General behavior inventories
- Emphasis on skilled coaching and feedback
63Roles and Responsibilities
- Workers
- Observers / Supervisors
- Safety Staff
- Managers
- Safety Involvement Team
64Are You ReadyforBehavior-Based Safety?
65Safety Culture Wheel
66Rate Each Statement on a Scale from 0 to 3
- 0 Weakness
- 1Some aspects covered
- 2Could be improved
- 3Strength
67Leadership
- Leadership commitment to safety is active,
visible, and lively - A clear and inspiring vision has been established
for safe performance - Safety is viewed and treated as a line management
responsibility - Safety is clearly perceived as an organizational
value on the same level with productivity and
quality
68Systems Processes
- Supervisors and workers partner to find and
correct systems causes of incidents - Communication systems are abundant, effective and
flow well in all directions - Training systems deliberately and systematically
create competency for the right people at the
right time - Safe operating procedures and policies are
clearly defined and communicated
69Involvement
- Workers are skilled at problem solving and
decision making - Labor and management work together to address
safety systems issues - Team orientation achieves involvement and
cooperation - Innovation, participation and suggestions are
encouraged at all levels
70Organizational Style
- Trust and openness are the norm
- Positive reinforcement is used regularly
- Bureaucratic obstacles are removed
- There is formal and informal recognition for
great performance at all levels
71Measurement and Accountability
- All levels of the organization have safety goals
and process responsibilities clearly defined - The process of achieving results is a key safety
measure - Performance reviews include accountability for
safe performance at all levels - Supervision is accountable to perform safety
observations and feedback
72How Do You Deal with Safety?
- Leader
- culture that strongly values supports EHS
- continuous improvement
- Follower
- compliance minded
- view safety as a legal responsibility with little
or no value - Gambler
- lack knowledge, resources, will to even achieve
compliance - manage safety with eyes closed and fingers crossed
73How Is Your Organization Managed?
- Safety must be in harmony with the way the
organization is managed - Do we want production and safety?
- Do we want production with safety?
- Do we want safe production?
- Goal Efficient production which maximizes
profit - Integrated or artificially introduced program?
- How we do business - a state of mind that must
become an integral part of each and every
procedure in the company
74Behavior Based Safety
- Three major sub-systems to deal with
- The physical, the managerial, the behavioral
- Identifying critical at-risk behaviors and the
systems that support them - At-Risk Behavior
- normal human behavior
- people reacting to their environment
- Deal with the causes of the at-risk behavior, not
the behavior - change the environment that leads to the at-risk
behavior
75 - There is no one right way to achieve safe
production in an organization. For a safety
system to be effective it must fit the
organizations culture and it must - Force supervisory performance
- Involve middle management
- Have top mgt. visibly showing their commitment
- Have employee participation
- Be flexible
- Be perceived as positive
- Dan
Petersen
76Are You Ready?
- LEADERSHIP
- Organization needs to be fundamentally prepared
for it - Success taking on and resolving central
organizational issues - Major change initiative for most companies
- Change
- not easy
- often resisted w/ vigor and ingenuity
- failed change efforts create skepticism, cynicism
and apathy - Whether in production, quality, or safety the
ultimate responsibility rests with leadership.
77Are You Ready?
- SYSTEMS
- Basic systems must be in place
- Safety - AI, hazard recognition, recordkeeping,
etc - Management - decision-making, inventory,
budgeting, etc - Facilities/Equipment - design, maintenance, etc
- If BBS is not integrated as a system it is likely
to burn-out
78Are You Ready?
- INVOLVEMENT
- Engaging and sustaining employee involvement is
the driving mechanism - When employee involvement is not adequately
engaged, BBS becomes just another program - Management involvement is crucial
- often subvert implementation by not understanding
BBS principles
79Are You Ready?
- ORGANIZATIONAL STYLE
- Must be functioning at a high level of
effectiveness or be willing to address obstacles
to high level functioning - Effective organizational functioning includes
- Communication
- Trust and credibility between management and
workers - Respect
- Vision
80Are You Ready?
- MEASUREMENT ACCOUNTABILITY
- What gets measured gets done
- Clearly defined roles and responsibilities at
every level - Accountability v Responsibility
- Performance v Results
- Safety Director - a lot of responsibility, very
little authority - Not everyone is responsible for safety until they
are held accountable
81AssessmentProcess
82SampleSurvey
83Survey Results
84Safety Observation Process
- Step 1 PLAN where and when to make observations
and recall what to look for - Step 2 OBSERVE worker behavior for safe and
at-risk performance - Step 3 COACH for improved performance by
positively reinforcing or redirecting - Step 4 RECORD what was observed, why it
occurred, and now what will be done
85Step 1 PLAN
- Determine a time and place to observe
- Review the Observation Memory Jog-R (Tab 6)
- Review Feedback and Coaching Tips (Tab 7)
86Step 2 OBSERVE
- Snapshots of behavior
- Allow no distractions
- Observe people and surroundings
- Stop any at-risk behavior immediately
- Stop observing after 30 seconds or at-risk
behavior is observed, which ever comes first
87Step 3 COACH
- Provide positive reinforcement (R) if
safe - Coach by shaping behavior
if at-risk - Ignore what you saw
- Discipline
88Step 4 RECORD
- Anonymous, specific, timely
- Safe and At-Risk behaviors on Memory Jog-R
- What, Why, Now What
- Take Action
89Observation Exercises
90Continuous Improvement
- Data Compilation
- Safety Involvement Team
- Problem solving
- Implement solutions
- Successful?
91Ohio BWCBBS Software Demo
92OBSERVATION
- Reactive Behavior
- Personal Protective Equipment
- Specific Job Risks
- Tools and Equipment
- Safe Work Practices
- Ergonomics
93Reactive Behavior
- Adjusting PPE
- Changing position / Turning away
- Stopping work / Attaching safe guards
- Rearranging job
94Personal Protective Equipment
- Head gear
- Eye protection and face shielding
- Hearing protection
- Respiratory protection
- Arm and hand covering
- Foot and leg protection
95Specific Job Risks
- Strike against or caught
- Line of fire
- Fall, slip hazard
- Contact hot, chemical or electric
- Inhale or swallow hazardous substance
96Tools and Equipment
- Wrong for the job
- Used incorrectly
- In need of repair or maintenance
- Clutter poor housekeeping
97Safe Work Practices
- Not defined
- Not known or understood
- Ignored or done poorly
- Not compatible with task
98Ergonomics
- Forceful exertions
- Awkward postures
- High repetition
- Long duration w/o rest
99Coaching and Feedbackfor the skilled observer
100Positive Reinforcement
- Give praise
- Explain why this behavior is right and/or safe
- Encourage continued behavior
101Shaping Behavior
- Communicate the behavior you saw
- Check for understanding of the job
- Coach for improved performance
- Contract for safe behavior
102Coaching Tips
- Use I vs. You language
- Appeal to others interests and goals
- Reflect feelings or emotions that go beyond the
words - Set limits to clarify expectations
- Talk about the behavior, not the person
103Coaching Tips Continued
- Keep calm
- Dont personalize emotion of others
- Move to problem solving
- Focus on interests rather than position
- Find common ground