Safety Professional

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Safety Professionals View
Behavior Based Safety
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(No Transcript)
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Objectives Today

• Identify differences between traditional vs BBS
• Know when and when not to implement BBS
• Explain why most traditional safety programs
  dont work!
• Understand why positive reinforcement is much
  more powerful than negative reinforcement

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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!

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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!

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Core Elements in Successful Safety Programs

• A culture that says safety is important around
  here!
• A tight accountability system!

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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
• 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

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Behavior 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

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Behavior Based SafetyWhat 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

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Interventions Always Consider These 3 Components
Safety Management System
Behaviors
Engineering Controls
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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

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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

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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

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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

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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

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Business is Behavior

• A business succeeds or fails through the
  performance of all of its employees
• Success Good performance
• Failure Bad performance
• Performance the combined results of a series of
  behaviors
• 
  Aubrey Daniels, author
  and behavioral psychologist

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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

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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

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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

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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

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Obstacles To Success

• Poorly Maintained Facilities
• Top-down Management Practices
• Poor Planning/Execution
• Inadequate Training

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Keys to Success

• Meaningful Employee Empowerment
• Designing a Well Planned and Supported BBS
  Process
• Managing BBS Process with Integrity

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Human 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)

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Human behavior is both

• ð Observable
• ð Measurable

therefore Behavior can be managed !
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Attitudes are inside a persons head
-therefore they are not observable or measurable

however

• Attitudes can be changed by changing behaviors

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ABC Model

• Antecedents
• (trigger behavior)
• Behavior
• (human performance)
• Consequences
• (either reinforce or punish behavior)

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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 dont control it.

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Some examples of activators
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Definitions
Behavior Any directly measurable thing that
a person does, including speaking, acting, and
performing physical functions.
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Some examples of behavior
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Definitions 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!
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Some example of Consequences
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Consequences - How would you view them?
Sunbathing
Aggressive Drivers
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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")
• Punishment (P)
• ("If you do this, you'll be penalized")
• Extinction (E)
• ("Ignore it and it'll go away")

Behavior
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Consequences 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

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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 dont want

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Good safety suggestion Joe! Keep bringing em up!
R
One more report like this and youre outa here!!
R-
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R
Performance
The effects of positive reinforcement
Time
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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
  dont want
• E withholding or non-delivery of positive
  reinforcement for previously reinforced behavior
  - You dont get what you want

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You bonehead!! You can kiss that bonus for this
year good-bye.... and take a few days off without
pay!!!
P
Let him cry honey. If we get up every night when
he cries hell never learn to go to sleep
peacefully.
E
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P
Performance
The effects of punishment
Time
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Performance
E
The effects of extinction
Time
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If you see this type of performance curve, you
can bet management by negative reinforcement is
the predominant management style
Performance
Time
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What Employees Want

• A Safe Workplace
• A Positive Workplace
• To Take Care of One Another
• To Stop the Hurt!

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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

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Why is one sign often ignored, the other one
often followed?
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If you want to know what people find to be
reinforcing.... observe what they do when they
have the freedom to choose.
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The Behavior Based Safety Challenge
To create conditions that encourage people to
collaborate because they want to not because
they have to
Lets do it!!
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A Values-Based Process

• Focus on the process.not resultsthey will
  come later!

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Avoid The Following Headline

• Behavior Based Safety Scores Show Significant
  Improvement - while injury rate climbs!

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Why Do We Need to Change?

• If you do what youve always done, youll get
  what you always got!
• W. Edwards Deming