SafetyonCall BEHAVIOR BASED SAFETY
Dec 24, 2015
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BEHAVIOR BASED SAFETY
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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 don’t 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%
Government 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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• 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 IS IT?
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• 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 IS IT NOT?
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Always Consider These 3 Components
Safety
Managem
ent
System
Engineering Controls
Behaviors
INTERVENTIONS
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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.
TRADITIONAL HIERARCHY OF SAFETY
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7 Components:
1. Management leadership• Vision, values, commitment• Safety goals & objectives• Costs of safety performance
2. Responsibility & accountability• Defined for management &
employees• Accountable for performance
3. Safety organization• Safety committees• Safety staff resource• Safety budget
4. Safe work practices & procedures• General & job specific• Housekeeping• Contractors• Emergency
SAFETY MANAGEMENT SYSTEM INTERVENTIONS
5. Safety review & improvement • A Plan / Do / Check / Act process• Accident investigation process• Safety audit / inspection process
6. Safety training• Based on needs assessments• Designed & presented
effectively• For both management &
employees• Results in observable changes in
behavior on the job
7. Safety communications• Internal & external• Appropriate for audience• Effectiveness of communication
methods
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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.
IF SAFETY INTERVENTIONS ARE EFFECTIVE…
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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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• 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
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• 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
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• 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.
DEFINE CRITICAL BEHAVIORS – WHAT IS SAFE & WHAT IS AT RISK?
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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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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
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Is both:
• Observable
• Measurable
Therefore…Behavior can be manager!
HUMAN BEHAVIOR
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ATTITUDES
Are inside a person’s 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 don’t control it.
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EXAMPLES OF ACTIVATORS
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Behavior - Any directly measurable thing that a person does,
including speaking, acting, and performing physical functions.
DEFINITIONS
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EXAMPLES OF BEHAVIOR
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• Consequences - Events that follow behaviors.
• Consequences increase or decrease the probability that
the behaviors will occur again in the future.
Oh please let it be Bob!
If you don’t send in that payment we’ll take you to court
DEFINITIONS
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EXAMPLES OF CONSEQUENCES
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Sunbathing
Aggressive Drivers
CONSEQUENCES – HOW WOULD YOU VIEW THEM?
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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"
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CONSEQUENCES INFLUENCE BEHAVIORS BASED UPON INDIVIDUAL PERCEPTIONS OF
Based upon individual perceptions
of:
• Significance - positive or negative
• Timing – immediate or future
• Consistency – certain or uncertain
{Magnitude - large or small
Impact - personal or other
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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 don’t want.
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Good safety suggestion Joe! Keep bringing ‘em up!
R+
R-
One more report like this and you’re outa here!!
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Performance
Time
R+
THE EFFECTS OF POSITIVE REINFORCEMENT
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BOTH PUNISHMENT & EXTINCTION DECREASE BEHAVIOR
• Punishment - 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.
• Extinction - withholding or non-delivery of positive
reinforcement for previously reinforced behavior.
- You don’t 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!!!Punishment
Extinction
Let him cry honey. If we get up every night
when he cries he’ll never learn to go to
sleep peacefully.
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Performance
Time
Punishment
THE EFFECTS OF PUNISHMENT
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Performance
Time
Extinction
THE EFFECTS OF EXTINCTION
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Per
formance
Time
IF YOU SEE THIS TYPE OF PERFORMANCE CURVE YOU CAN BET MANAGEMENT, BY NEGATIVE REINFORCEMENT IS THE PREDOMINANT MANAGEMENT STYLE
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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 AND THE OTHER ONE OFTEN FOLLOWED?
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Observe what they do when they have the freedom to choose.
IF YOU WANT TO KNOW WHAT PEOPLE FIND TO BE REINFORCING…
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To create conditions that encourage people to collaborate because they want to …not because they have to!
THE BEHAVIOR BASED SAFETY CHALLENGE
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A VALUES-BASED PROCESS
“Focus on the process…not results…they 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 you’ve always done, you’ll get what you
always got!”
- W. Edwards Deming