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Behavior Based Safety

Safety Professional’s View


Objectives Today:

• Identify differences between traditional vs


BBS
• Know “when and when not” to implement
BBS
• Explain why most traditional safety programs
don’t work!
• Understand why positive reinforcement is
much more powerful than negative
reinforcement
Why 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!
“Fallacies 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!
Core Elements in Successful Safety
Programs

• A culture that says “safety” is important


around here!
• A tight accountability system!
Safety 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%
Gov’t 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%
Behavior Based Safety: What Is It?

An excellent tool for collecting data on the quality


of a company’s 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
Behavior 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
Interventions: Always
Consider These 3 Components

m t
ste en

Be
na e t y
Sy gem

ha
Ma Saf

vior
s
Engineering
Controls
Traditional Hierarchy of Safety
Interventions Included:

• Attempts to eliminate the hazard


• Having employees work around the hazard
• Guarding or warning employees about the
hazard
• Training employees to deal safely with the
hazard
Safety Management System Interventions
7 components

• Management leadership
• vision, values, commitment
• safety goals & objectives
• costs of safety performance

• Responsibility & accountability


• defined for management & employees
• accountable for performance

• Safety organization
• safety committees
• safety staff resource
• safety budget
Safety Management System Interventions
7 components (continued)

•Safe work practices & procedures


•general & job specific
•housekeeping
•contractors
•emergency

•Safety review & improvement


•a Plan / Do / Check / Act process
•accident investigation process
•safety audit / inspection process
Safety Management System Interventions
7 components (continued)

• Safety training
• Based on needs assessments
• Designed & presented effectively
• For both management & employees
• Results in observable changes in behavior on the job

• Safety communications
• Internal & external
• Appropriate for audience
• Effectiveness of communication methods
If Safety Interventions are Effective You
Will See:
• % of safe behaviors increasing and the % at-risk
behaviors decreasing
• Reporting of near misses / hits increasing
• Both the number of observations and level of
participation increasing
• Frequency & severity of injuries decreasing
• Increasing acceptance of responsibility and
accountability for personal behavior
 A business succeeds or fails through the
performance of all of its employees

“Business is Behavior” *

 Success = “Good” performance

 Failure = “Bad” performance

 Performance = the combined results of a series


of behaviors
* Aubrey Daniels, author and behavioral psychologist
Suggested BBS Process:

• Discovery - Determine Behaviors That Have


Greatest Loss Impact
• Design - Identify Team Who Will Define &
Design BBS Process
• System Up - Implement BBS Observation
Process & Collect Data
• System Check - Ensure BBS Process Has
Been Effectively Implemented
Observations, Feedback & Data Collection

• Use a design team of hourly workers, supervisors


and managers, to design the process - forms,
training, data collection and ID roles &
responsibilities
• Clearly define critical behaviors that will be
observed - what is “safe” vs “at-risk”?
• Give feedback on safe & at-risk behavior
observed
• Determine who will act on data collected through
observations
Use Prior Experience Data to Target Jobs for
Observation

• Loss runs from insurance carrier or


broker
• OSHA logs
• First aid logs
• Near miss / hit reports
• Absenteeism / turnover reports
Define Critical Behaviors - What is “Safe” & What
is “At-risk”?
Focus on relevant behaviors
that will have a direct impact
on losses
• Many behaviors that are
directly related to the losses are
unconscious behaviors that
occur quickly
• Select critical behaviors to
focus on through actual
observation of people at work -
not just through discussion &
brainstorming
Obstacles To Success:

• Poorly Maintained Facilities


• Top-down Management Practices
• Poor Planning/Execution
• Inadequate Training
Keys to Success:

• Meaningful Employee Empowerment


• Designing a Well Planned and
Supported BBS Process
• Managing BBS Process with Integrity
Human Behavior is a function of :

 Activators (what needs to be done)


 Competencies (how it needs to be done)
 Consequences (what happens if it is done)
Human behavior is both:

  Observable

 Measurable

therefore

Behavior can be managed !


Attitudes

are inside a person’s head -therefore they are not


observable or measurable

however
Attitudes can be changed by
changing behaviors
ABC Model

Antecedents
(trigger behavior)

Behavior
(human performance)

Consequences
(either reinforce or punish behavior)
Definitions:

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 don’t control it.
Some examples of activators
Definitions:

Behavior: Any directly measurable


thing that a person does, including
speaking, acting, and performing
physical functions.
Some examples of behavior:
Definitions:
Consequences: Events that follow
behaviors.
Consequences increase or decrease the
probability that the behaviors will occur
again in the future.
If you don’t send in that
Oh please let it be Bob! payment we’ll take you to
court
Some example of Consequences:
Consequences - How would you view
them?

Sunbathing

Aggressive Drivers
Only 4 Types of Consequences:

•Positive Reinforcement (R+)


("Do this & you'll be rewarded")

•Negative Reinforcement (R-)


("Do this or else you'll be penalized")

Behavior

•Punishment (P)
("If you do this, you'll be penalized")

•Extinction (E)
("Ignore it and it'll go away")
Consequences Influence Behaviors
Based Upon Individual Perceptions
of:

Magnitude - large or
 Significance - positive
or negative { small

Impact -
other
personal or

 Timing - immediate or future

 Consistency - certain or uncertain


Both 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 consequence - You escape or
avoid something you don’t want
Good safety

R+ suggestion Joe! Keep


bringing ‘em up!

One more report like


this and you’re outa
here!!

R-
R+
P
e
r
f
o The effects of positive
r reinforcement
m
a
n
c
Time
e
Both Punishment & Extinction
Decrease Behavior

P: a procedure in which a punisher (consequence


that decreases the frequency of the behavior it
follows) is presented - You may get something you
don’t want

E: withholding or non-delivery of positive


reinforcement for previously reinforced behavior -
You don’t get what you want
You bonehead!! You can kiss that
bonus for this year good-bye.... and

P take a few days off without pay!!!

Let him cry honey. If we get


up every night when he cries
he’ll never learn to go to
sleep peacefully.

E
P P
e
r The effects of
f punishment
o
r
m
a
n
c
e Time
P
e
r E
f The effects of extinction
o
r
m
a
n
c
e Time
If you see this type of
performance curve, you can bet
P management by negative
e reinforcement is the
r
f predominant management style
o
r
m
a
n
c
e Time
What Employees Want:

• A Safe Workplace
• A Positive Workplace
• To Take Care of One Another
• To Stop the Hurt!
What Management Wants:

• An Accident Free Workplace


• Empowered Employees
• Pro-active Rather Than Re-active Work
Process
• To Minimize Direct and Indirect Costs and
Threat of Liability From Accidents
Why is one sign often ignored, the other
one often followed?
If you want to know what people find
to be reinforcing....
observe what they do when they have
the freedom to choose.
The Behavior Based Safety Challenge:

To create conditions that encourage


people to collaborate because they want
Let’s do
to it!!

not because they have to


A Values-Based Process

“Focus on the process….not


results……they will come later!”
Avoid The Following Headline:

“Behavior Based Safety Scores Show


Significant Improvement - while
injury rate climbs!”
Why Do We Need to Change?

“If you do what you’ve always done,


you’ll get what you always got!”
W. Edwards Deming

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