Behavior_Based_Safety_2

8/7/2019 Behavior_Based_Safety_2

1/51

Behavior Based Safety

Safety Professionals View


2/51


3/51

Objectives Today:

Identify differences between traditional vs

BBS

Know when and when notto implementBBS

Explain why most traditional safety

programs dont work!

Understand why positive reinforcement is

much more powerful than negative

reinforcement


4/51

Why Safety Programs Do Not Work:

Safety is a priority, not a value!

Safety is notmanaged in the same

manner as production, quality, and costissues!

Safety is notdriven through continuous

improvement!


5/51

Fallacies or Realities in Safety

Fables?

Conditions cause accidents!

Enforcing rules improves safety!

Safety professionals can keep workers safe!

Low accident rates indicate safety programsare working well!

Investigating to find the root cause of

accidents will improve safety!

Awareness training improves safety!

Rewards improve safety!


6/51

Core Elements in Successful Safety

Programs

A culture that says safety is important

around here!

A tight accountability system!


7/51

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%


8/51

An excellent tool for collecting data on the quality

of a companys safety management system

A scientific way to understand why people behavethe 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 Is It?


9/51

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

Behavior Based Safety:What It Is Not!


10/51

Interventions: Always

Consider These 3 Components

Engineering

Controls


11/51

Attempts to eliminate the hazard

Having employees work around the hazard

Guarding or warning employees about the

hazard

Training employees to deal safely with thehazard

Traditional Hierarchy of Safety

Interventions Included:


12/51

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

SafetyManagement System Interventions

7 components


13/51


7 components (continued)

Safe work practices & proceduresgeneral & job specific

housekeeping

contractors

emergency

Safety review & improvementa Plan / Do / Check / Act process

accident investigation process

safety audit / inspection process


14/51

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


7 components (continued)


15/51

% 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 andaccountability for personal behavior

If Safety Interventions are Effective You

Will See:


16/51

Business is Behavior *

A business succeeds or fails through theperformance ofallof its employees

Success = Good performance

Failure = Bad performance

Performance = the combined results of a seriesof behaviors

* Aubrey Daniels, author and behavioral psychologist


17/51

Suggested BBS Process:

Discovery - Determine Behaviors That HaveGreatest Loss Impact

Design - Identify Team Who Will Define &

Design BBS Process

System Up - Implement BBS ObservationProcess & Collect Data

System Check -E

nsure BBS Process HasBeen Effectively Implemented


18/51

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

Observations, Feedback & Data Collection


19/51

Loss runs from insurance carrier or

broker

OSHA logs

First aid logs

Near miss / hit reports

Absenteeism / turnover reports

Use Prior Experience Data to Target Jobs for

Observation


20/51

Focus on relevant behaviors

that will have a direct impact

on losses

Many behaviors that aredirectly 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

Define Critical Behaviors - What is Safe & What

is At-risk?


21/51

Obstacles To Success:

Poorly Maintained Facilities

Top-down Management Practices Poor Planning/Execution

Inadequate Training


22/51

Keys to Success:

Meaningful Employee Empowerment

Designing a Well Planned andSupported BBS Process

Managing BBS Process with Integrity


23/51

Activators (what needs to be done)

Competencies (how it needs to be done) Consequences (what happens if it is done)

Human Behavior is a function of :


24/51

Human behavior is both:

Observable

Measurable

therefore

Behavior can be managed !


25/51

Attitudes

are inside a persons head -therefore they are notobservable or measurable

Attitudes can be changed bychanging behaviors

however


26/51

ABC Model

Antecedents(trigger behavior)

Behavior(human performance)

Consequences(either reinforce or punish behavior)


27/51

Definitions:

Activators: A person, place, thing or eventthat 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.


28/51

Some examples of activators


29/51

Behavior: Any directly measurable

thing that a person does, including

speaking, acting, and performingphysical functions.

Definitions:


30/51

Some examples of behavior:


31/51

Definitions:

Consequences: Events that followbehaviors.

Consequences increase or decrease the

probability that the behaviors will occuragain in the future.

Oh please let it be Bob!

If you dont send in that

payment well take you to

court


32/51

Some example of Consequences:


33/51

Consequences - How would you view

them?

Sunbathing

Aggressive Drivers


34/51

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")

Only 4 Types of Consequences:

Behavior


35/51

Consequences Influence Behaviors

Based Upon Individual Perceptions

of:

Timing- immediate or future

Consistency- certain or uncertain

Significance - positiveor negative {

Magnitude - large or

small

Impact- personal orother


36/51

Both Positive (R+) & Negative (R-)

Reinforcement Can Increase Behavior

R+ : any consequence that follows a behavior andincreases the probability that the behavior will occur

more often in the future - You get something you want

R- :a consequence that strengthens any behavior thatreduces or terminates the consequence -You escape or

avoid something you dont want


37/51

Good safetysuggestion Joe! Keep

bringing em up!R+

R-

One more report likethis and youre outa

here!!


38/51

P

e

r

f

o

r

m

a

nc

eTime

R+

The effects of positivereinforcement


39/51

Both Punishment & Extinction

Decrease Behavior

P:a procedure in which a punisher (consequencethat decreases the frequency of the behavior it

follows) is presented -Y

oumay get something youdont want

E:withholding or non-delivery of positivereinforcement for previously reinforced behavior-

You dont get what you want


40/51

You bonehead!! You can kiss thatbonus for this year good-bye.... andtake a few days off without pay!!!P

E

Let him cry honey. If we getup every night when he cries

hell never learn to go tosleep peacefully.


41/51

P

e

r

f

or

m

a

n

c

e Time

P

The effects ofpunishment


42/51

P

e

r

f

or

m

a

nc

e Time

E

The effects of extinction


43/51

P

e

r

f

o

r

m

a

nc

e Time

If you see this type of

performance curve, you can betmanagement by negative

reinforcement is the

predominant management style


44/51

What Employees Want:

A Safe Workplace

A Positive Workplace

To Take Care of One Another

To Stop the Hurt!


45/51

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


46/51

Why is one sign often ignored, the other

one often followed?


47/51

If you want to know what people find

to be reinforcing....

observe what they do when they have

the freedom to choose.


48/51

To create conditions that encourage

people to collaborate because they want

to

not because they have to

Lets do

it!!

The Behavior Based Safety Challenge:


49/51

Focus on the process.not

resultsthey will come later!

A Values-Based Process


50/51


51/51

Behavior_Based_Safety_2

Documents