Behaviour

BEHAVIOUR-BASED
PROCESSES: A GLOBAL
PERSPECTIVE
Presented by
Prof. Petri Schutte
Div. Director
IRCA/BIT
22 OCT 2003
Copyright IRCA (Pty) Ltd Sep 03 Copyright IRCA (Pty) Ltd Sep 03
1 2
3 4
5 6
1
SAFETY PROFESSIONALS …
YESTERDAY TODAY TOMORROW
ARE PERCEIVED A burden Compliance oriented Value-added business
AS
leader
THEIR No one cares or no thought Reports to a director Accountable to senior
ORGANISATIONAL
ALIGNMENT goes into who supervises (manager) or shared services executive who completely
safety function probably human supports SH&E
resources
THEIR Posters, days without a lost- Incentives, behaviour-bases Six sigma, financial
INTERESTS
time accident board/sign safety, disciplinary principles, systems thinking,
procedures. values-driven safety
THEIR •Specialists (fire, industrial •Generalist – SH&E •M.B.A., Ph.D

CHARACTERISTICS
hygiene safety) •Short-term planning •Knowledgeable in all
•Minimal planning •Relies on recordable/lost- aspects of organisation
•Puts out fires (knee-jerk workday incident rates. •Relies on variation
reaction) •Chairs safety committee (common/special causes)
•Conducts inspections via •Uses audits that parallel the •Facilitates safety process
predetermined form/checklist regulatory process •Utilises employee
feedback for continuous
improvement
7 8
SAFETY CULTURE DEVELOPMENT

THE SAFETY PROFESSION MUST…
MUST… AND IMPROVEMENT
SAFETY PROFESSION SAFETY PRACTITIONER HIGH INTERDEPENDENT LOW
RESPONSIBILITIES RESPONSIBILITIES
PARTNERING
EMPOWERED PARTNERING
 Devise options for safety  Continually seek professional
INCIDENT / ACCIDENT
FREQUENCY RATE
professionals to continue their development opportunities
SHARED VISION
education at the doctoral level

INDEPENDENT
EMPOWERED
 Have a sustained, concise and  Promote the profession to senior
CENTRAL
TRANSITIONAL CENTRAL
convincing safety message executives

 Maintain minimum accredited  Seek accredited certification(s)
certifications
TRANSITIONAL
 Acquire broad experience and in- DEPENDENT

AUTOCRATIC
 Clearly define the profession

AUTOCRATIC
depth knowledge in multiple

subjects.
 Promote activities that will
advance itself (governmental  No longer use traditional safety
affairs, public relations, education elements.
LOW APPLICATION OF BEHAVIOURAL PRINCIPLES HIGH
9 10
STRATEGIC INVOLVEMENT EMPLOYEE INVOLVEMENT

INDEPENDENT INTERDEPENDENT IS THE BEST BUSINESS STRATEGY *
PARTNERING
EMPOWERED PARTNERING
Total Quality Process Re- Employee

CENTRAL
TRANSITIONAL CENTRAL
Management engineering Involvement

(downsizing)
Return in Investment 15% 15,4% 19,1%
DEPENDENT
TRANSITIONAL
(None) (13,4%) ** (15,2%)

AUTOCRATIC
AUTOCRATIC
EMPOWERED
Return on Sales 10,4%

(8,3%)
Return on Stockholder 27,5% 33,7% 44%
Investment *** (23,9%) (28,5%) (21%)
PRE-TEAM PHASE NEW TEAM PHASE MATURE TEAM PHASE Notes:

TACTICAL SKILLS TACTICAL & STRATEGIC SKILLS
* Research focussed on the fiscal returns of 216 USA big firms, and involved a wide range of
• Communication • Building trust financial indicators, from sales and equity to assets and stockholder investment. Figures
• Performance management • Facilitate team performance represent averages of 4 fiscal year studies since 1987 with three-year intervals
• Decision making • Leading through vision & values
• Coaching • Facilitate learning ** Figures in brackets indicate companies that made little or no use of the specific intervention
• Championing improvement • Building business partnership *** Stock price appreciation plus dividends
& empowerment
11 12
2
Comparative Results Achieved
by some Approaches
THE POWER OF FAIR PROCESSES
APPROACH NUMBER OF %
USED STUDIES IMPROVEMENT Fair processes have tremendous power …
Behaviour based 7 59.6
Ergonomics 3 51.6  It profoundly influence attitudes and
Engineering (process) 4 29.0
Group problem solving 1 21.0
behaviours that are critical to high
Government action 2 18.3 performance.
Management audits 4 17.0
Stress management 2 15.0
 It builds trust and unlocks ideas and
Poster campaigns 2 14.0 potential.
potential.
Personnel selection 26 3.7
SOURCE: DR STEVEN GASTELLO (1993)
13 14
THE SERVICE PROFIT CHAIN THE CAPABILITY CYCLE

Operating strategy & Target Careful
service delivery system market employee
Employees Customers and customer
Employee High
Loyalty Revenue selection
referrals of (and quality
Service growth potential job
Satisfaction concept self-selection) training
candidates
Satisfaction Loyalty
Productivity & Service
Output quality value
Profit Well-designed
Capability Satisfied support
employees  Information
Service quality  Facilities
Workplace design Quality and Attractive value Life-time value

Job design/decision-making productivity Appropriate Greater
latitude improvements Service Retention rewards and Clear limits latitude to meet
Selection and development yield higher designed and frequent on, and customers’
Rewards and recognition service quality delivered to Repeat business recognition expectations needs
Information and communication And lower cost meet targeted of employees
Adequate ““tools” tools”” to serve
tools customers’’
customers Referral
customer
Copyright IRCA (Pty) Ltd Sep 03
needs Copyright IRCA (Pty) Ltd Sep 03
15 16
TRANSFORMATION FITNESS
TRANSFORMATION THE BUSINESS IDEAL …
HIGH
YESTERDAY’’S HERO
YESTERDAY NEW VISIONARY
Macho PWM Reality driven
Blinkered Inclusive
Unrealistic Principled Profitable
Tied to past Clear values and total
Inflexible Specific goals
incident-free
PROFIT
Commitment
organisation
LOW HIGH
DEDICATED FAILURE NEW SUPREMACIST
for ever
Purposeless Unrealistic
Confused Idealistic 110% Safe and quality behaviours
Paralysed Exclusive ongoingly by all,
Expedient
all, in team and
Ad hoc
Short-termist individual capacity

LOW Copyright IRCA (Pty) Ltd Sep 03
17 18
3
THE INNER CHANGE SAFETY
SAFETY AND
AND PRINCIPLE
PRINCIPLE CENTERED
CENTERED
(INVOLVEMENT)
(INVOLVEMENT) LEADERSHIP
LEADERSHIP
(TRANSFORMATION) PROCESS The
Theessence
essenceofofsmartness
smartnessininrisk risk
LEADERSHIP LEVEL
CHANGE management
management(performance
STAGE 6 STAGE 1 (performance
excellence
excellenceininsafety,
safety,quality
qualityand and ORGANISATIONAL
N LO
ATIO SS productivity) lies in the pride
productivity) lies in the pride of of
EGR lings TION SED
Fe workmanship
el workmanshipitselfitself……ititisisits
itsown
INT e AC
CU
Th ings reward
own MANAGERIAL
Fe F O o o rewardand
andmust
mustformformpart
partofofthe the
TIS e F i s CA ught f FE overall significance of work.
SA ar ur Be U T s
a
A R overall significance of work.
of ghts avio OUS PA havi IOUS re
u eh ER Y Sustainable INTERPERSONAL
Th
o B N EL RA our Sustainableand andmeaningful
meaningful
UNDERSTANDING
LY i
GE RE OR = ZE s involvement
involvementprocesses
processessuch
suchas asthe
the
(F PP ) D
SU TIVE
BIT
BITprocess
processcreates
createsthat
thatgood
goodmorale,
morale, PERSONAL
positive
positiveattitudes,
attitudes,constructive
DOUBT
Feelings of CONFIDENCE Feelings of RESENTMENT constructive
STAGE 5 Thoughts are PRAGMATIC Thoughts are SKEPTICAL STAGE 2 behaviours and involvement
behaviours and involvement culture culture
Behaviour is PRODUCTIVE Behaviour is RESISTANT that
thatare
areimperative
imperativetotoaaworkforce’s
workforce’s TRUSTWOR=
pride
prideininand
andaccountable
accountablecommitment
commitment THINESS
F s
ANT eeling ling totoperformance
performanceexcellence
excellenceininsafety,
IC so Fee XIETY re safety,
DANGER ZONE
Tho IPATIO f N
of A ghts a quality
qualityand
andproductivity
productivity....Ultimate
Ultimate TRUST
ug N u D
CRE hts are Tho FUSE
is
success
successininsafety,
safety,quality
qualityand
and
N
Beh ATIV CO aviour TIVE productivity
a
ENE viour
E C productivity can only effectivelybe
can only effectively be
DIS Beh RODU T built EMPOWERMENT
CO
RGIS is
UNP OR builton
onthe
theemployee’s
employee’sperception
perceptionofof
MF
ED valuedness
VE valuedness(trustworthiness)
(trustworthiness)as as
RY CO
DIS created and enhanced by involvement
created and enhanced by involvement ALIGNMENT
leadership,
leadership,
STAGE 4 STAGE 3 PROVE
19
Copyright IRCA (Pty) Ltd Sep 03 LEADERSHIP THROUGH … 20
THE TEN PRINCIPLES OF SUCCESSFUL

ORGANISATIONAL TRANSFORMATION AND
CHANGE MANAGEMENT
IMPERATIVE FOR THE 21ST CENTURY  Establish
 Establish what
what the
the results
results of
of the
the change
change process
process should
should be.
be.
 Clarify
 Clarify the
the need
need for
for change.
change.
 Ability
 Ability to
to listen,
listen, supportiveness
supportiveness  Involve
 Involve and
and obtain
obtain the
the commitment
commitment of of all
all stakeholders
stakeholders in
in the
the
 Openess, information and
 Openess, information and power
power planning
planning andand execution
execution ofof the
the change
change process.
process.
 Diagnose
 Diagnose thethe present
present functioning.
functioning.
 Consensus, inclusive, collaborative
 Consensus, inclusive, collaborative
 Develop
 Develop aa results-oriented
results-oriented rather
rather than
than aa active-oriented
active-oriented change
change
strategy.
 Relationship
 Relationship building,
building, empowering
empowering strategy.
 Ensure
 Ensure the
the enabling
enabling structures
structures are
are all
all aligned.
aligned.
 Cooperation,
 Cooperation, participative
participative  Pay
 Pay special
special attention
attention to
to the
the organisational
organisational culture
culture and
and climate.
climate.
 Create
 Create aa change
change adapt
adapt (learning)
(learning) organisation.
organisation.
 Team
 Team decisions,
decisions, egalitarian
egalitarian  Diagnose
 Diagnose and
and manage
manage resistance
resistance to
to change.
change.
 Build
 Build reliable
reliable feedback
feedback mechanisms
mechanisms and
and rediagnose.
rediagnose.
21 22
THE SILENT KILLERS OF STRATEGY

IMPLEMENTATION AND LEARNING
Leading Creating a
Change Compelling Vision
Top-down Visionary
 Top-down oror liazzes-faire
liazzes-faire senior
senior management
management style
style (9
(9 of
of Evangelist
12
12 cases).
cases).
 Unclear
Unclear strategy
strategy and
and conflicting
conflicting priorities
priorities (9
(9 of
of 12
12 cases).
cases).
Managing Personal Inspiring
 An
An ineffective
ineffective senior
senior management
management team
team (12
(12 of
of 12
12 cases).
cases). Groundling
Performance Commitment
 Poor
Poor vertical
vertical communication
communication (10
(10 of
of 12
12 cases).
cases).
Manager of Relationship
 Poor
Poor co-ordination
co-ordination across
across functions,
functions, businesses
businesses or
or Execution Builder
borders
borders (9
(9 of
of 12
12 cases).
cases).
Catalyzing Cultivating &
 Inadequate
Inadequate down-the-line
down-the-line leadership
leadership skills
skills and
and Teams Retaining talent
development
development (8
(8 0f
0f 12
12 cases).
cases).
23 24
4
FIVE COMPONENTS OF
EMOTIONAL INTELLIGENCE AT WORK TYPICAL SA WORKER PROFILE
Definition Hallmarks
Self-awareness The ability to recognise and understand Self-confidence.
your moods, emotions and drives, as Realistic self-assessment. Political System
well as their effect on others. Self-deprecating sense of humor.
Self-regulation The ability to control or redirect Trustworthiness and integrity .
disruptive impulses and moods. Comfort with ambiguity.
The propensity to suspend judgement to Openness to change.
think before acting.
Motivational A passion to work for reasons that go Strong drive to achieve optimism,
intent and beyond money or status. even in the face of failure to
inspirational organisational commitment.
A propensity to pursue goals with energy
ability
and persistence.
”
Empathy The ability to understand the emotional Expertise in building and Management System
ge
make-up of other people. retaining talent cross-cultural
ga
Skills in treating people according to sensitivty service to clients and IR System
ag
their emotional reactions. customers.
Labour Market System
“B
Social skill Proficiency in managing relationships Effectiveness in leading change
and building networks. persuasiveness. Macro Environment
An ability to find common ground and Expertise in building and leading
building rapport. teams. Economy / Demography / etc.
25 26
THE DANGEROUS RISK EQUATION

At-risk behaviour + Zero neg. consequence X Time
WHY A BEHAVIOUR-BASED INTERVENTION?
INTERVENTION? (=)
+ X
REINFORCES / DRIVES
Complacency Overconfidence (familiarity belief) Time

• IT IS THE LOGICAL NEXT STEP IN THE PROCESS OF (=)
CONTINUOUS IMPROVEMENT.
IMPROVEMENT. Assertive living value + Time
(=)
• IT IS AN ESSENTIAL PREREQUISITE FOR WORLD-
Internal (fatalistic) belief
CLASS PERFORMANCE.
PERFORMANCE.
(=)
• ANALYSIS OF NON-CONFORMANCE STATISTICS High tolerance of at-risk behaviour + Culture of condoning
SHOWS:
SHOWS:
NOTE: External factors that can control/impact/pressure safe or
o 87% ATTRIBUTABLE TO BEHAVIOUR at-risk behaviours are, among other:
o 11% ATTRIBUTABLE TO WORKPLACE CONDITIONS  Production pressure and bonus system
 Organisation culture (the way we do things)
o 2% ?? (FATE? AOG?)
 Involvement leadership, or the lack (supervisory human skills)
 Performance appraisal system
27
Copyright IRCA (Pty) Ltd Sep 03  Social dynamics (poverty, aids,…
aids, …) 28
SafeHuman™
SafeHuman™ CHARACTERISTICS OF A
WORK LIFE WORLD-CLASS SHEQ CULTURE
EXPERIENCES
(CLIMATE)
RELATIONSHIP
CREDIBILITY Attitude Attitude  SHEQ norms are held as values by all
Toward Toward
Job Organisation Behaviour in Company employees.
Trust context : Culture
(The way we do things here)  Each individual behaves responsibly towards
Workforce
Caring
support Satisfaction Set of Common
SHEQ issues.
perceived Beliefs
Respect Values  Each individual is willing, able and enabled to
Work Environment
and perceived go beyond the call of duty to ensure compliance
Ownership Supportive Relationships with SHEQ standards.
standards.
Physical Safety Workforce Mindset  Employee empowerment becomes a norm.
Environment Intent Motivational Intent
IS FUNDAMENTALLY SHAPED BY
29 30
5
THE BEHAVIOUR INTERVENTION AND CONTROL OVER BEHAVIOUR
BUSINESS PROCEDURES … Skill / knowledge Safeguards
INDIVIDUAL TEAM BUSINESS Behaviour Competency Training provided
INDIVIDUAL TEAM BUSINESS Ability to reason Inspiration
INVOLVEMENT
INVOLVEMENT DYNAMICS
DYNAMICS CULTURE
CULTURE Intervention
(INFORMAL SYSTEMS) Ability to distinguish Leadership
Ability to recognise Equipment / tools provided
Ability to decide Systems and procedures
B DIRECT IMPACT INDIRECT IMPACT

PERSON E WORKPLACE
Training H Senior
Conditions Management
Knowledge A
V Procedures
Skills I Regulations
Senior Middle
Management
O Tools & Equipment
U Junior Middle
R Resources
Management
“Shop Floor"
Level
Procedures
REGULATORY SYSTEMS (FORMAL SYSTEMS)
31 32
FORMAL AND INFORMAL SYSTEMS FORMAL AND INFORMAL SYSTEMS (CONT.)
INFORMAL SYSTEMS FORMAL SYSTEM INFORMAL SYSTEMS FORMAL SYSTEM
INFORMAL SYSTEMS INFORMAL SYSTEMS

ARE DRIVEN BY: ARE DRIVEN BY:
• Self interest
• Procedures • Self interest
• Procedures
Leads to at-risk • Rules Leads to at-risk To ensure • Rules
• Beliefs behaviours that To ensure • Beliefs behaviours that
• Norms bypass the formal conformance • Training • Norms bypass the formal employees • Training
system system conform
• Values requirements • Incentives • Values requirements • Incentives
• Line management • Line management

INFORMAL SYSTEMS HAS A MAJOR
IMPACT ON THE FORMAL SYSTEM • Supervisors • Supervisors
• Disciplinary code • Disciplinary code
Research shows that most injuries, sub-quality

and lost production are the result of informal
system activities
33 34
FOCUSING ON AT-RISK … BUT IT IS A CONTINUOUS FIGHT

…BUT
BEHAVIOURS CAN REDUCE HARM: WITH HUMAN NATURE:
 At-risk behaviours are often more comfortable,
convenient, and faster than compliance behaviour
 At-risk behaviours are often reinforced by the work
Fatal
culture
Serious Injury
Minor Injury
 At-risk behaviour only rarely results in a negative
consequence (such as an injury or a reprimand)
Near Hits
which is powerful enough to discourage it
At-Risk Behaviours
 Initial awareness and carefulness are often short-
lived
35 36
6
ABC OF BEHAVIOUR (CONT.)
The ABC MODEL Activators and Consequences
Explains Why We Do What We Do: Activators that cause at risk behaviour:
• Habits
Activators • Risk perception
SERVE AS … • Motivation
• Situational / emotional / attitudinal
Trigger
Behaviour • Lack of knowledge / skill
Consequences that motivate at risk behaviour:
Motivate • Saving time
• Avoiding effort
RESULT IN … • Avoiding discomfort
Consequences • Conforming to avoid conflict
• Discipline
• Injury
37 38
FEEDBACK IS A POWERFUL
THE ABC OF BEHAVIOUR … CONSEQUENCE TO INSPIRE BEHAVIOUR
Motivation &
BELIEFS Perception Subconsciously Competent
Reinforcement
ACTIVATOR Consciously Competent
Attitude Support
CONSEQUENCE Consciously Incompetent
Information
Thoughts/
Intent Behaviour Subconsciously Incompetent
39 40
REASONS FOR USING THE BIT BEHAVIOURAL REASONS FOR USING THE BIT BEHAVIOURAL
PERFORMANCE IMPROVEMENT PROCESS PERFORMANCE IMPROVEMENT PROCESS
(continued)
1. This intervention is founded on global research, and focuses on
involving homogeneous as well as heterogeneous workforces.
workforces 6. This intervention is a long-term investment,
investment and the result is a
total change in the business culture, however, some benefits are
2. The BIT Process accommodates and involves the total experienced within only a few months after implementation.
workforce,
workforce irrespective of their language, gender or culture.
7. There are no ““hidden
hidden costs”
costs” involved, and the financial
3. The intervention follows a ““top-down-bottom-up”
top-down-bottom-up”
top-down-bottom-up” approach, investment made is distributed over 2 years, although you will
implying that management defines the implementation strategy, but already experience the impact of the intervention after ±6 months.
implementation occurs from the bottom of the organisation
8. All organisational development initiatives (and costs) can be
hierarchy.
consolidated into one initiative, as this intervention supports (and
4. The intervention is founded on team dynamics and interaction does not replace) any other improvement initiative.
initiative
within natural work groups.
groups 9. The BIT Process relates to all areas of business,
business not only to
5. Business excellence achieved through the BIT Process can be safety, health, environmental management and/or quality.
measured/tracked through a powerful software package.
package
41 42
7
THE BIT PROCESS DELIVERABLES
 An embedded process of structured Behaviour Modelling © and observation
and feedback on critical business performance behaviours supported by the
BIT Process supporting software;
 Management teams that understand their role in making the process work,
and that actively support and drive the implementation;
 Trained and certified Behaviour Intervention Assessors and Coaches;
 An in-house steering team equipped to plan, implement and guide the
process;
 Implementation teams equipped to plan, implement and guide the process;
 Employees trained to conduct observations;
 Integration of the process into the management system;
 Continuous coaching and feedback by first-line supervisors;
 Planned internal audits;
 Improved management practices influencing a business performance culture;
 Substantial improvements in business performance; and
 Bottom-line improvements.
43

Behaviour

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Behaviour

Uploaded by

Copyright:

Available Formats

BEHAVIOUR-BASED

THEIR •Specialists (fire, industrial •Generalist – SH&E •M.B.A., Ph.D

SAFETY CULTURE DEVELOPMENT

education at the doctoral level

convincing safety message executives

 Acquire broad experience and in- DEPENDENT

 Clearly define the profession

depth knowledge in multiple

STRATEGIC INVOLVEMENT EMPLOYEE INVOLVEMENT

Total Quality Process Re- Employee

Management engineering Involvement

(None) (13,4%) ** (15,2%)

Return on Sales 10,4%

PRE-TEAM PHASE NEW TEAM PHASE MATURE TEAM PHASE Notes:

THE SERVICE PROFIT CHAIN THE CAPABILITY CYCLE

Workplace design Quality and Attractive value Life-time value

Copyright IRCA (Pty) Ltd Sep 03

THE TEN PRINCIPLES OF SUCCESSFUL

THE SILENT KILLERS OF STRATEGY

THE DANGEROUS RISK EQUATION

Complacency Overconfidence (familiarity belief) Time

B DIRECT IMPACT INDIRECT IMPACT

FORMAL AND INFORMAL SYSTEMS FORMAL AND INFORMAL SYSTEMS (CONT.)

INFORMAL SYSTEMS FORMAL SYSTEM INFORMAL SYSTEMS FORMAL SYSTEM

INFORMAL SYSTEMS INFORMAL SYSTEMS

• Line management • Line management

Research shows that most injuries, sub-quality

FOCUSING ON AT-RISK … BUT IT IS A CONTINUOUS FIGHT

ACTIVATOR Consciously Competent

CONSEQUENCE Consciously Incompetent

You might also like