WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

WSC 70th Annual

Safety & Health Conference
Safe Behaviors in the
Workplace
April 18, 2012

"Our loss control service is advisory only. We assume no responsibility for management or control of customer safety activities nor for implementation of recommended corrective
measures. This presentation is based on information supplied by the customer and/or observations of conditions and practices at the time of the consultation. We have not tried to
identify all hazards. We do not warrant that requirements of any federal, state, or local law, regulation or ordinance have or have not been met.

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Objectives
During todays session we will:
Review systems components and how they play a
part in safety
Discuss the ABCs of human behavior
Discuss feedback and its impact on how people
perform

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NATURE OF RISK

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The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Why Do Accidents Occur?

Performance

92%

Discrepancies

Knowledge

Equipment 6%
Discrepancies

2%

Discrepancies
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System Components
The workplace
that can be
designed and
built.

Environment

Optimized
System

Why people
do things
the way they
do.

The knowledge,
understanding,
skill, and ability
to perform a job
or task.

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System Component Realities

ENVIRONMENT

Where most organizations start

What we are most comfortable with
Gets most of our energy and attention
Feels like it has a high return (but it
doesnt)

CAPABILITY

Our Focus

Optimized

System
We automatically think of training,
and stop there
In reality, it includes language
barriers, physical attributes, fitness,
job placement, available time, tenure,
experiences, etc.
Most organizations dont do as well
with this as they think

MOTIVATION

What most organizations neglect and

fail to study/manage
The underdeveloped side of the
organizations brain
Were not comfortable, it is
threatening, and gets little energy
Yet it has the highest, quickest, most
sustainable return

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

System Discrepancies & Solutions

Engineer

Environment

People dont have the tools & equipment they need to

work productively

Train & Educate

Capability

People dont know what to do or why it should be done

Motivation

Manage Consequences

People dont do what they should or do what they

shouldnt

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Consider the following as an example:

You obtain a new lift table to reduce bending
while manually palletizing boxes (engineering)
You train your employees on how to use the lift
table correctly (training)
You monitor their use of the lift table and give
them feedback to ensure it is being correctly
and consistently used (managing
consequences)Solutions
Integrated

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The ABCs of Human Behavior

Antecedent (Cues or signals to do something)

Behavior (What we can see someone do)

Consequence (What we get from what we do)

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Basic Motivation Framework

6. Reassess Need

5. Consequences

i c on
as ti rk
B iva wo
ot e
M r am
F

1. Need

4. Act

2. Search for Options

3. Choose Action

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Behaviors
An act or action what you do
Can be desirable (safe) or undesirable (at-risk)
Our decision to act in either a safe manner or in an
at-risk manner is influenced by both antecedents
and consequences

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At-risk Behaviors
(Sometimes theyre easy to spot, right?!)

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The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Antecedents
Occur before an act or behavior is performed
Cues a persons behavior
Have an lesser impact (20%) on our behavior than
consequences
Examples include:
Signs, posters, written policies, training, etc.
Past experiences

Given a lot of emphasis in traditional safety

processes

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Are These Antecedents?

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When you see this

sign what would you
do?

What causes you to

make the decision to
run it?

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

What Can Happen?

There are two potential outcomes in running a yellow light:

Positive Result
Nothing happens (which influences your decision to run future
yellow lights)

Negative Results
You get a ticket
You have a car accident

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Consequences
Are the results or outcomes of our actions
Can be either positive or negative
Have a greater impact (80%) on our behavior
than antecedents
Not given enough attention in traditional safety
processes

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The Four Consequences

Increase likelihood behavior will be
repeated

We get what we want

We avoid what we dont want

Habit
We get what we dont want
We dont get what we want
Decrease likelihood behavior will be
repeated
Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Application of consequences
Positive or Negative
Prompt or Delayed (now or later)
Probable or Improbable (certain or uncertain)
Pertinent or Impertinent (important or not important)
Consequences have a greater influence on behavior
when they are Prompt, Probable, and Pertinent.

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Use of Feedback as a Consequence

Feedback is generally given for two reasons:
1. When you want to reinforce a safe behavior
so it gets repeated (appreciative)
2. When you need to correct an at-risk behavior
so it does not get repeated
(constructive/coaching)

Look for opportunities to give more

appreciative feedback 4:1 Ratio

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Feedback
Most powerful of all consequences and very
effective at changing behavior
You have complete control over it; it cannot be left to
chance or given in a haphazard manner
Must be direct and specific
If you dont do it someone else will
Providing no feedback can be thought of as
unspoken approval

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Performance Springboards
Removing barriers to gain desired performance
Discrepancies
Environment
Capability
Motivational

Engaging opportunities that accelerate progress

towards desired performance
Work Process Consequences
Tangible Consequences

Creating new opportunities that enhance the system

not just advance the behavioral project
Social consequences

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Optimum Performance Is Possible

when all forms of consequences experienced by
performers operating within the system are managed!

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Social Consequences aka Feedback

Appreciative \ uh-pre-shyuh-tiv\ adj : having or showing
appreciation (Appreciate)
a.
b.
c.
d.
e.

To evaluate the worth, quality, or significance of

To admire greatly
Be fully aware of
To recognize with gratitude
To increase in number or value

Constructive \kun-struk-tiv\ adj : (Construct)

a. Fitted for or given to constructing
b. Helping to develop or improve something

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

The Purpose of
All appreciative feedback is to increase the frequency
of (reinforce) desired behavior
Constructive feedback is to cue desired behaviors
which can then be reinforced after they occur

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Appreciative Feedback
Immediate
As soon as possible after the worthy behavior

Certain
As often as possible

I saw it!

I liked it!

Pertinent
Why it is being delivered
I thank you!
Why it matters that the person behaved as they did

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Constructive Feedback
Try it as a cue!
It works best when delivered right before the desired
behavior is expected to occur

Follow it with appreciative feedback

Catch the person engaged in the desired behavior and
deliver appreciative feedback as soon as possible

Provide 4 times as much appreciative as constructive

Try to avoid feedback sandwiches:
You are a highly valued employee but
Great job! Maybe next time you could

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Feedback (cont.)
Must be given on a random and regular basis
You must have credibility when giving never
engage in do as I say, not as I do
Must be given genuinely
Must be given immediately after the behavior
provide constructive feedback for all at-risk
behaviors observed

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Dont Take My Word For It!

Go find the best little league baseball team in your town
and watch what the coach does as the kids go to bat!

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The Power of Feedback

Penny Pitch Exersize

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

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WSC 70th Annual Safety & Health Conference

Safe Behaviors in the Workplace

April 18, 2012

Proprietary and Confidential

Summary
Systems impact safety environment, capability,
motivation
Performance discrepancies create risk
Integrated solutions to address risk
ABCs of human behavior
Appreciative and constructive feedback as a
managed consequence
Any questions, comments,?

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Thank you for your

participation!
We want your feedback!!
Please Complete the Session
Evaluation Sheet
Thank You!

32

Loss Control Advisory Services

The illustrations, instructions and principles contained in the material are general in scope and, to the best of our knowledge,
current at the time of publication. No attempt has been made to interpret any referenced codes, standards, or regulations.
Please refer to the appropriate code-, standard-, or regulation-making authority for interpretation or clarification.

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