1、Behavior Based SafetyGary PeacockSafety ConsultantOhio BWCObjectivesThe 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.Why Safety Pro

2、grams 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!3“Fallacies or Realities” in Safety Fables?Conditions cause accidents!Enforcing rules improves safety!Safety profes

3、sionals 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!4Core Elements in Successful Safety ProgramsA culture that says “safety” is impor

4、tant around here!A tight accountability system!5An excellent tool for collecting data on the quality of a companys safety management systemA scientific way to understand why people behave the way they do when it comes to safetyProperly applied, an effective next step towards creating a truly pro-act

5、ive safety culture where loss prevention is a core valueConceptually easy to understand but often hard to implement and sustainBehavior Based Safety: What Is It?6Only about observation and feedbackConcerned only about the behaviors of line employeesA substitution for traditional risk management tech

6、niquesAbout cheating & manipulating people & aversive controlA focus on incident rates without a focus on behaviorA process that does not need employee involvementBehavior Based Safety: What It Is Not!7Obstacles To Success:Poorly Maintained FacilitiesTop-down Management PracticesPoor Planning/Execut

7、ionInadequate Training8Keys to Success: Meaningful Employee EmpowermentDesigning a Well Planned and Supported BBS ProcessManaging BBS Process with Integrity9Turn & TalkWhat kinds of injuries and accidents are common at your workplace?What percentage of these accidents are a result of:Unsafe conditio

8、ns, OSHA violations, dangerous equipment? _%Unsafe actions, at-risk behaviors, poor decisions? _%What percentage of these accidents are a result of:Unsafe conditions, OSHA violations, dangerous equipment? 6%Unsafe actions, at-risk behaviors, poor decisions? 94%Therefore, compliance is necessary but

9、not sufficient for great safety.Safety is about people, and behavior is the challenge. At-risk BehaviorsNear Miss (hit)Property DamageMinor InjuryMajorFatalityTraditional SafetyFewer AccidentsSafety TrainingPoliciesSlogansSafety MeetingsContests & AwardsCommittees & CouncilsReprimandsRegulationsBeha

10、vior Based SafetySafety ActivitiesFewer at-risk BehaviorsFewer AccidentsWhat Behavior-based is.Safe People vs Safe PlacesInjuries EqualManagement ErrorsBehavior ManagementMeasure Behaviorsvs ResultsObservation & FeedbackPositive ReinforcementOrganizational Performance ModelGreat PerformanceSystemsBe

11、haviorsClimateSystemsAccountabilityCommunicationDecision MakingMeasurementOrientation TrainingEmploymentAuditingBehaviorsHonesty and IntegrityAsk for help without taking responsibilityRecognitionObservation and feedbackTrustListen with empathyClimate VariablesConfidence/trustInterest in peopleUnders

12、tanding problemsTraining/helpingTeaching to solve problemsMuch informationApproachabilityRecognition- Rensis LikertTurn & TalkWhat is the primary purpose of a supervisor?What is the most effective way to motivate people? Activators (what needs to be done) Competencies (how it needs to be done) Conse

13、quences (what happens if it is done) Human Behavior is a function of :23Human behavior is both: Observable Measurable thereforeBehavior can be managed !24Attitudes Are inside a persons head -therefore they are not observable or measurable Attitudes can be changed by changing behaviorshowever25ABC Mo

14、delAntecedents (trigger behavior)Behavior (human performance)Consequences (either reinforce or punish behavior)26Definitions: 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 behavio

15、r or performance - they dont control it. 27Some examples of activators28Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions. Definitions:29Some examples of behavior:30Definitions:Consequences: Events that follow behaviors.Conseque

16、nces increase or decrease the probability that the behaviors will occur again in the future.Oh please let it be Bob!If you dont send in that payment well take you to court31Behavioral ModelB = f (c)AntecedentsBehaviorsConsequencesSome example of Consequences:33Consequences - How would you view them?

17、SunbathingAggressive Drivers34Positive Reinforcement (R+)(Do this & youll be rewarded) Negative Reinforcement (R-)(Do this or else youll be penalized)Punishment (P)(If you do this, youll be penalized)Extinction (E)(Ignore it and itll go away)Only 4 Types of Consequences:Behavior35Consequences Influe

18、nce Behaviors Based Upon Individual Perceptions of:Timing - immediate or futureConsistency - certain or uncertain Significance - positive or negativeMagnitude - large or smallImpact - personal or other36Consequences need to be .Soon vs DelayedCertain vsUncertainPositive vs NegativePersonalvsOrganiza

19、tionalBoth Positive (R+) & Negative (R-) Reinforcement Can Increase BehaviorR+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future - You get something you wantR- : a consequence that strengthens any behavior that reduces or te

20、rminates the behavior - You escape or avoid something you dont want38Good safety suggestion Joe! Keep bringing em up!R+R-One more report like this and youre outa here!39PerformanceTimeR+The effects of positive reinforcement40PerformanceTimePThe effects of punishment41Why is one sign often ignored, t

21、he other one often followed?42To create conditions that encourage people to collaborate because they want to not because they have toLets do it!The Behavior Based Safety Challenge:43PerformanceMotivationMotivation ModelAbilityPerformanceMotivationSelection -Can they do itTraining -Do they knowhowMot

22、ivation ModelAbilityPerformanceMotivationJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation ModelAbilityThe Job Itself -Any fun, challengePerformanceMotivationJob Motivational Factors Achievement, Promotion, Recognition, Responsibilit

23、yJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation ModelAbilityThe Job Itself -Any fun, challengePerformanceMotivationUnion -Norms,PressuresPeer Groups -Norms, PressuresJob Motivational Factors Achievement, Promotion, Recognition, Re

24、sponsibilityJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation ModelAbilityAccident CausationDOTS Model Logical decision in his/her situationWorkstatn designIncompble displays/ Controls or job designCapacity with Load in a StateDecisi

25、on to errTrapsOverload ormismatchHuman ErrorAcc or incidtInjury or lossSystems FailureCausation ModelDOTSPerceived lowprobabilityPeer pressureMeasures of the bossPerceived priorities of mgtOf the incident occurring Of a loss resultingLogical decision in his/her situationPerceived low probabilityDeci

26、sion to ErrSCausation ModelDOTSNatural endowmentPhysical capabilityKnowledge skillDrugs / alcoholInformation processingEnvironmentWorry / stress FatigueLCUsCapacitywithLoadin aStateOverloador aMismatchCausation ModelDOTSSize, force, feel, repetitionreachStereotypes, Human capabilities, Expectations,

27、InconsistenciesWorkstation orJob designIncompatible displays or controlsTrapsCausation ModelDOTSLack of Policy / Guidelines / PracticesPoorly defined responsibilityNo authority to actLittle accountability or measurementNo analysis of incidentsNo orientation of new / transferred staffLack of clear SO

28、Ps / StandardsSystems CausesCausation ModelDOTS TrapsOverload ormismatchHuman ErrorAcc or incidtInjury or lossSystems FailureDecision to ErrCausation ModelDOTSBenefitsofBehavior-based ApproachesAverage Reduction of Injury FrequencyImplementation of BBSAfter 1 year34%After 2 years44%After 3 years61%A

29、fter 4 years71%Safety Intervention Strategies(By NSC)Approach # of Studies # of Subjects Reduction %Behavior Based 72,444 59.6%Ergonomics 3n/a 51.6% Engineering Change 4n/a 29.0% Problem Solving 176 20.0% Govt Action 22 18.3% Mgt. Audits 4n/a 17.0%Stress Management 21,300 15.0%Poster Campaign 26,100

30、 14.0% Personnel Selection 26 19,177 3.7% Near-miss Reports 2n/a 0% 58Why Implement BBS?Safety is about people.Compliance is not sufficient.Consequences drive behavior.MotivatingPerformance FeedbackWhy Implement BBS?Truly proactiveBroad awarenessDeep InvolvementProven effectiveTranscends workplace s

31、afetyThree Essential QuestionsWhat behaviors are being observed?Why are those behaviors present?Now What will be done to correct the system deficiencies?BBS FeaturesStrengths / WeaknessesPeer to peer observationSupervisory observationBehavior auditSnapshotSoftware supportCustomized behavior inventor

32、iesGeneral behavior inventoriesEmphasis on skilled coaching and feedbackRoles and ResponsibilitiesWorkersObservers / SupervisorsSafety StaffManagersSafety Involvement TeamAre You ReadyforBehavior-Based Safety?Safety Culture WheelRate Each Statement on a Scale from 0 to 30= Weakness1=Some aspects cov

33、ered2=Could be improved3=StrengthLeadershipLeadership commitment to safety is active, visible, and livelyA clear and inspiring vision has been established for safe performanceSafety is viewed and treated as a line management responsibilitySafety is clearly perceived as an organizational value on the

34、 same level with productivity and qualitySystems & ProcessesSupervisors and workers partner to find and correct systems causes of incidentsCommunication systems are abundant, effective and flow well in all directionsTraining systems deliberately and systematically create competency for the right peo

35、ple at the right timeSafe operating procedures and policies are clearly defined and communicatedInvolvementWorkers are skilled at problem solving and decision makingLabor and management work together to address safety systems issuesTeam orientation achieves involvement and cooperationInnovation, par

36、ticipation and suggestions are encouraged at all levelsOrganizational StyleTrust and openness are the normPositive reinforcement is used regularlyBureaucratic obstacles are removedThere is formal and informal recognition for great performance at all levelsMeasurement and AccountabilityAll levels of

37、the organization have safety goals and process responsibilities clearly definedThe process of achieving results is a key safety measurePerformance reviews include accountability for safe performance at all levelsSupervision is accountable to perform safety observations and feedbackHow Do You Deal wi

38、th Safety?Leaderculture that strongly values & supports EHScontinuous improvementFollowercompliance mindedview safety as a legal responsibility with little or no valueGamblerlack knowledge, resources, will to even achieve compliancemanage safety with eyes closed and fingers crossedHow Is Your Organi

39、zation Managed?Safety must be in harmony with the way the organization is managedDo we want production and safety?Do we want production with safety?Do we want safe production?Goal: Efficient production which maximizes profitIntegrated or artificially introduced program?How we do business - a state o

40、f mind that must become an integral part of each and every procedure in the companyBehavior Based SafetyThree major sub-systems to deal with:The physical, the managerial, the behavioralIdentifying critical at-risk behaviors and the systems that support themAt-Risk Behaviornormal human behaviorpeople

41、 reacting to their environmentDeal with the causes of the at-risk behavior, not the behaviorchange the environment that leads to the at-risk behavior 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

42、 it must:Force supervisory performanceInvolve middle managementHave top mgt. visibly showing their commitmentHave employee participationBe flexibleBe perceived as positive Dan PetersenAre You Ready?LEADERSHIPOrganization needs to be fundamentally prepared for itSuccess = taking on and resolving cent

43、ral organizational issuesMajor change initiative for most companiesChangenot easyoften resisted w/ vigor and ingenuityfailed change efforts create skepticism, cynicism and apathyWhether in production, quality, or safety the ultimate responsibility rests with leadership.Are You Ready?SYSTEMSBasic sys

44、tems must be in place:Safety - AI, hazard recognition, recordkeeping, etcManagement - decision-making, inventory, budgeting, etcFacilities/Equipment - design, maintenance, etcIf BBS is not integrated as a system it is likely to burn-outAre You Ready?INVOLVEMENTEngaging and sustaining employee involv

45、ement is the driving mechanismWhen employee involvement is not adequately engaged, BBS becomes just another programManagement involvement is crucialoften subvert implementation by not understanding BBS principlesAre You Ready?ORGANIZATIONAL STYLEMust be functioning at a high level of effectiveness o

46、r be willing to address obstacles to high level functioningEffective organizational functioning includes:CommunicationTrust and credibility between management and workersRespectVisionAre You Ready?MEASUREMENT & ACCOUNTABILITYWhat gets measured gets doneClearly defined roles and responsibilities at e

47、very levelAccountability v ResponsibilityPerformance v ResultsSafety Director - a lot of responsibility, very little authorityNot everyone is responsible for safety until they are held accountableAssessmentProcessSampleSurveySurvey ResultsSafety Observation ProcessStep 1: PLAN where and when to make

48、 observations and recall what to look forStep 2: OBSERVE worker behavior for safe and at-risk performanceStep 3: COACH for improved performance by positively reinforcing or redirectingStep 4: RECORD what was observed, why it occurred, and now what will be doneStep 1: PLANDetermine a time and place t

49、o observeReview the Observation Memory Jog-R (Tab 6)Review Feedback and Coaching Tips (Tab 7)Step 2: OBSERVESnapshots of behaviorAllow no distractionsObserve people and surroundingsStop any at-risk behavior immediatelyStop observing after 30 seconds or at-risk behavior is observed, which ever comes firstStep 3: COACHProvide positive reinforcement (R+) if safeCoach by shaping behavior if at-riskIgnore what you sawDiscipline Step 4: RECORDAnonymous, specific, timelySafe and At-Risk behaviors on