Behavior Based Safety

Gary Peacock Safety Consultant Ohio BWC

Objectives
The 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 Programs Do Not Work:

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!
Safety

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!

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

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

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

Turn & Talk

What kinds of injuries and accidents are common at your workplace?

What percentage of these accidents are a result of:

Unsafe conditions, 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 not sufficient for great safety. Safety is about people, and behavior is the challenge.

Traditional Safety
R e p r i m a n d s Safety Training

Policies

Slogans

Fewer Accidents

Safety Meetings

Contests & Awards

Committees & Councils

R e g u l a t i o n s

Behavior Based Safety

Safety Activities

Fewer at-risk Behaviors

Fewer Accidents

What Behavior-based is...

Safe People vs Safe Places
Behavior Management Observation & Feedback

Injuries Equal Management Errors Measure Behaviors vs Results

Positive Reinforcement

Organizational Performance Model

Systems
Great Performance

Behaviors

Climate

Systems
Accountability Communication Decision Making Measurement Orientation

Training Employment
Auditing

Behaviors

Honesty and Integrity Ask for help without taking responsibility

Observation and feedback Trust

Recognition

Listen with empathy

Climate Variables

Confidence/trust Interest in people Understanding problems Training/helping Teaching to solve problems Much information Approachability Recognition
- Rensis Likert

Turn & Talk

What is the primary purpose of a supervisor? What is the most effective way to motivate people?

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 persons 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:
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.

Activators: A person, place,

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.
Oh please let it be Bob!

If you dont send in that payment well take you to court

Behavioral Model
Antecedents
Behaviors Consequences

B = f (c)

Some example of Consequences:

Consequences - How would you view them?

Sunbathing

Aggressive Drivers

Only 4 Types of Consequences:

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

Reinforcement (R+)

Negative

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

Reinforcement (R-)

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

("Ignore it and it'll go away")

(E)

Consequences Influence Behaviors Based Upon Individual Perceptions of:

Significance or negative

positive

Magnitude - large or
small

Impact other

personal or

Timing - immediate or future Consistency - certain or uncertain

Consequences need to be ...

Soon vs Delayed

Certain
vs Uncertain

Personal
vs Organizational

Positive vs Negative

Both Positive (R+) & Negative (R-) Reinforcement Can Increase Behavior
R+ : any consequence that follows a behavior
something you want
and increases the probability that the behavior will occur more often in the future - You get

R- : a consequence that strengthens any

dont want

behavior that reduces or terminates the behavior - You escape or avoid something you

R+

Good safety suggestion Joe! Keep bringing em up!

One more report like this and youre outa here!!

R39

P e r f o r m a n c e

R+

The effects of positive reinforcement

Time

40

P e r f o r m a n c e

P
The effects of punishment

Time

41

Why is one sign often ignored, the other one often followed?

The Behavior Based Safety Challenge:

To create conditions that encourage people to collaborate because they want Lets do to it!!

not because they have to

Motivation Model

Ability

Motivation

Performance

Motivation Model
Selection Can they do it

Training Do they know how

Ability

Motivation

Performance

Motivation Model
Selection Can they do it

Job Climate Boss & Peer relationships, Work environment

Training Do they know how

Ability

Motivation

Performance

Motivation Model
Selection Can they do it

Job Climate Boss & Peer relationships, Work environment

Training Do they know how

Ability
The Job Itself Any fun, challenge

Job Motivational
Factors Achievement, Promotion, Recognition, Responsibility

Motivation

Performance

Motivation Model
Selection Can they do it

Job Climate Boss & Peer relationships, Work environment

Training Do they know how

Ability
The Job Itself Any fun, challenge

Job Motivational
Factors Achievement, Promotion, Recognition, Responsibility

Motivation

Performance

Peer Groups Norms, Pressures

Union Norms, Pressures

Accident Causation
DOTS Model

D O T S
Logical decision in his/her situation

Causation Model

Decision to err

Perceived low probability

Capacity with Load in a State Incompble displays/ Controls or job design Workstatn design

Overload or
mismatch

Human Error

Acc or incidt

Injury or loss

Traps

Systems
Failure

Causation Model S O T S D
Peer pressure Measures of the boss Perceived priorities of mgt

Logical decision in his/her situation

Decision
to Err

Of the incident occurring

Of a loss resulting

Perceived low probability

D O T S Causation Model
Natural endowment Physical capability Knowledge skill Drugs / alcohol Information processing Environment Worry / stress Fatigue LCUs

Capacity
with Load in a State

Overload
or a Mismatch

D O T S Causation Model
Size, force, feel, repetition reach

Workstation or Job design

Traps
Stereotypes, Human capabilities, Expectations, Inconsistencies Incompatible displays or controls

D O T S Causation Model

Systems Causes
Lack of Policy / Guidelines / Practices Poorly defined responsibility No authority to act Little accountability or measurement No analysis of incidents No orientation of new / transferred staff Lack of clear SOPs / Standards

D O T S Causation Model
Decision to
Err

Overload or
mismatch

Human Error

Acc or incidt

Injury or loss

Traps

Systems
Failure

Benefits of Behavior-based Approaches

Average Reduction of Injury Frequency

Implementation of BBS
After 1 year After 2 years After 3 years After 4 years 34% 44% 61% 71%

Safety Intervention Strategies

(By NSC)
Approach # of Studies # of Subjects Reduction %

Behavior Based 7 Ergonomics 3 Engineering Change 4 Problem Solving 1 Govt Action 2 Mgt. Audits 4 Stress Management 2 Poster Campaign 2 Personnel Selection 26 Near-miss Reports 2

2,444 n/a n/a 76 2 n/a 1,300 6,100 19,177 n/a

59.6% 51.6% 29.0% 20.0% 18.3% 17.0% 15.0% 14.0% 3.7% 0%

Why Implement BBS?

Safety is about people. Compliance is not sufficient. Consequences drive behavior. Motivating Performance Feedback

Why Implement BBS?

Truly proactive Broad awareness Deep Involvement Proven effective Transcends workplace safety

Three Essential Questions

What behaviors are being observed? Why are those behaviors present? Now What will be done to correct the system deficiencies?

BBS Features
Strengths / Weaknesses

Peer to peer observation Supervisory observation Behavior audit Snapshot Software support Customized behavior inventories General behavior inventories Emphasis on skilled coaching and feedback

Roles and Responsibilities

Workers Observers / Supervisors Safety Staff Managers Safety Involvement Team

Are You Ready for Behavior-Based Safety?

Safety Culture Wheel

Leadership 12 8 Measurement & Accountability 4 0 Systems & Processes

Organizational Style

Involvement

The ESPM Culture Wheel

Rate Each Statement on a Scale from 0 to 3

0= Weakness 1=Some aspects covered 2=Could be improved 3=Strength

Leadership
Leadership

commitment to safety is active, visible, and lively A clear and inspiring vision has been established for safe performance Safety is viewed and treated as a line management responsibility Safety is clearly perceived as an organizational value on the same level with productivity and quality

Systems & Processes

Supervisors

and workers partner to find and correct systems causes of incidents Communication systems are abundant, effective and flow well in all directions Training systems deliberately and systematically create competency for the right people at the right time Safe operating procedures and policies are clearly defined and communicated

Involvement
Workers

are skilled at problem solving and decision making Labor and management work together to address safety systems issues Team orientation achieves involvement and cooperation Innovation, participation and suggestions are encouraged at all levels

Organizational Style
Trust

and openness are the norm Positive reinforcement is used regularly Bureaucratic obstacles are removed There is formal and informal recognition for great performance at all levels

Measurement and Accountability

All

levels of the organization have safety goals and process responsibilities clearly defined The process of achieving results is a key safety measure Performance reviews include accountability for safe performance at all levels Supervision is accountable to perform safety observations and feedback

How Do You Deal with Safety?

Leader

culture that strongly values & supports EHS continuous improvement

Follower

compliance minded view safety as a legal responsibility with little or no value

Gambler

lack knowledge, resources, will to even achieve compliance manage safety with eyes closed and fingers crossed

How Is Your Organization Managed?

Safety must be in harmony with the way the organization is managed

Do we want production and safety? Do we want production with safety? Do we want safe production?

Goal: Efficient production which maximizes profit

Integrated or artificially introduced program?

How we do business - a state of mind that must become an integral part of each and every procedure in the company

Behavior Based Safety

Three major sub-systems to deal with:

The physical, the managerial, the behavioral

Identifying critical at-risk behaviors and the systems that support them

At-Risk Behavior

normal human behavior people reacting to their environment

Deal with the causes of the at-risk behavior, not the behavior

change 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 it must: Force supervisory performance Involve middle management Have top mgt. visibly showing their commitment Have employee participation Be flexible Be perceived as positive
Dan Petersen

Are You Ready?

LEADERSHIP Organization needs to be fundamentally prepared for it

Success = taking on and resolving central organizational issues

Major change initiative for most companies

Change not easy often resisted w/ vigor and ingenuity failed change efforts create skepticism, cynicism and apathy

Whether in production, quality, or safety the ultimate responsibility rests with leadership.

Are You Ready?

SYSTEMS

Basic systems must be in place:

Safety - AI, hazard recognition, recordkeeping, etc Management - decision-making, inventory, budgeting, etc Facilities/Equipment - design, maintenance, etc

If BBS is not integrated as a system it is likely to burn-out

Are You Ready?

INVOLVEMENT

Engaging and sustaining employee involvement is the driving mechanism

When employee involvement is not adequately engaged, BBS becomes just another program Management involvement is crucial

often subvert implementation by not understanding BBS principles

Are You Ready?

ORGANIZATIONAL STYLE

Must be functioning at a high level of effectiveness or be willing to address obstacles to high level functioning
Effective organizational functioning includes:

Communication Trust and credibility between management and workers Respect Vision

Are You Ready?

MEASUREMENT & ACCOUNTABILITY

What gets measured gets done

Clearly defined roles and responsibilities at every level

Accountability v Responsibility

Performance v Results Safety Director - a lot of responsibility, very little authority

Not everyone is responsible for safety until they are held accountable

Assessment Process
Perception Survey
100 yes/no opinion oriented questions Pencil & paper survey Anonymous responses

People?

Time?

Facilities?

Outcome?

All Maximize size of group

30 min

Lunch room Auditorium

Percent positive response in 21 safety related categories By location by level Ranked list of improvement recommendations

Structured Interviews
Facilitated group discussion 2 safety process questions Confidential

Focus groups of 10-12 people (25% of pop.) Representing the whole organization Segregate mgmt & labor

75 min per group

Private conference area with ample room and table to write

EXECUTIVE SUMMARY

System strengths System weaknesses Recommendations Next steps

Deliverable

Sample Survey

The O hio D ivision of S a f et y & Hygiene

PERCEPTION SURVEY
PART 1
A. Enter your work location: (Example: production, office, etc.) ___________________________ B. Enter your shift: _____________

C. Circle your job function: Line worker, supervisor, or manager ___________________________

D. Enter years with company: ____

PART 2
Y N 1. Do you feel you received adequate job training? Y N 2. Do supervisors discuss accidents and injuries with employees involved? 5. Do you perceive the major cause of accidents to be unsafe conditions? 8. Are supervisors more concerned about their safety record than about accident prevention? 11. Is high hazard equipment inspected more thoroughly than other equipment? Y N 3. Is discipline usually assessed when operating procedures are violated?

Y N

4. Would a safety incentive program cause you to work more safely? 7. Is safety considered important by management?

Y N

Y N

6. Does your company actively encourage employees to work safely? 9. Do you think penalties should be assessed for safety and health violations?

Y N

Y N

Y N

Y N

10. Have you used the safety involvement teams to get action on a complaint or hazard which concerned you? 13. Have you been asked to perform any operations which you felt were unsafe? 16. Are employees provided information on such things as cost, frequency, type and cause of accidents? 19. Is off-the-job safety a part of your companys safety program?

Y N

Y N

12. Is the amount of safety training given to supervisors adequate?

Y N

Y N

14. Are records kept of potential hazards found during violations?

Y N

15. Are employees influenced by your companys efforts to promote safety?

Y N

Y N

17. Does your company deal effectively with problems caused by alcohol or drug abuse? 20. Does management insist upon proper medical attention for injured employees? 23. Does your company hire employees who do not have the physical ability to safely perform assigned duties? 26. Is safe work behavior recognized by supervisors?

Y N

18. Are unscheduled inspections of operations made?

Y N

Y N

Y N

21. Are safe operating procedures regularly reviewed with employees?

Y N

22. Are you interested in how your companys safety record compares with other companies in your industry?

Y N

Y N

24. Do your co-workers support the companys safety program?

Y N

25. Do supervisors pay adequate attention to safety matters?

Y N

Y N

27. Do employees participate in the development of safe work practices?

% Positive Responses
100 120 20 40 60 80 0

Accident Investigation Quality of Supervision Alcohol/Drug Abuse Attitude Toward Safety Communication New Employees Goals for Safety Performance Hazard Correction Inspections Involvement of Employees Awareness Programs Recognition for Performance Discipline Safety Concerns Operating Procedures Supervisor Training Support for Safety Employee Training Safety Climate Management Credibility Stress
Employee Supervisor Manager

Survey Results

Safety Observation Process

Step 1: PLAN where and when to make observations and recall what to look for Step 2: OBSERVE worker behavior for safe and at-risk performance Step 3: COACH for improved performance by positively reinforcing or redirecting Step 4: RECORD what was observed, why it occurred, and now what will be done

Step 1: PLAN
Determine

a time and place to observe Review the Observation Memory Jog-R (Tab 6) Review Feedback and Coaching Tips (Tab 7)

Step 2: OBSERVE
Snapshots

of behavior Allow no distractions Observe people and surroundings Stop any at-risk behavior immediately Stop observing after 30 seconds or at-risk behavior is observed, which ever comes first

Step 3: COACH
Provide

if safe Coach by shaping behavior if at-risk Ignore what you saw Discipline

positive reinforcement (R+)

Step 4: RECORD
Anonymous,

specific, timely Safe and At-Risk behaviors on Memory Jog-R What, Why, Now What Take Action

Observation Exercises

Continuous Improvement
Data

Compilation Safety Involvement Team Problem solving Implement solutions Successful?

Ohio BWC BBS Software Demo

OBSERVATION
Reactive

Behavior Personal Protective Equipment Specific Job Risks Tools and Equipment Safe Work Practices Ergonomics

Reactive Behavior
Adjusting PPE Changing position / Turning away Stopping work / Attaching safe guards Rearranging job

Personal Protective Equipment

Head gear Eye protection and face shielding Hearing protection Respiratory protection Arm and hand covering Foot and leg protection

Specific Job Risks

Strike against or caught Line of fire Fall, slip hazard Contact hot, chemical or electric Inhale or swallow hazardous substance

Tools and Equipment

Wrong for the job Used incorrectly In need of repair or maintenance Clutter & poor housekeeping

Safe Work Practices

Not defined Not known or understood Ignored or done poorly Not compatible with task

Ergonomics
Forceful exertions Awkward postures High repetition Long duration w/o rest

Coaching and Feedback

for the skilled observer

Positive Reinforcement
Give praise Explain why this behavior is right and/or safe Encourage continued behavior

Shaping Behavior
Communicate the behavior you saw Check for understanding of the job Coach for improved performance Contract for safe behavior

Coaching Tips
Use I vs. You language Appeal to others interests and goals Reflect feelings or emotions that go beyond the words Set limits to clarify expectations Talk about the behavior, not the person

Coaching Tips

Continued

Keep calm Dont personalize emotion of others Move to problem solving Focus on interests rather than position Find common ground