Behavior Based Safety

Objectives
 The benefits of behavior-based systems.
 The basic principles of how to motivate
safe behavior.
 A company’s readiness for behavior-based
safety.
 Compare and contrast the different
behavior-based systems on the market
today.
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!
“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 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 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
Safety
Training Slogans R
R Policies
e e
p g
r u
i Fewer l
a
m Accidents
a t
n i
d o
s n
Safety Contests s
Committees
Meetings &
& Councils
Awards
 Behavior Based Safety
Safety
Activities

Fewer at-risk
Behaviors

Fewer
Accidents
What Behavior-based is...
Safe People vs Injuries Equal
Safe Places Management Errors

Behavior Measure Behaviors

Management vs Results

Observation & Positive

Feedback Reinforcement
Organizational Performance Model

Systems Behaviors
Great
Performance

Climate
 Systems
• Accountability • Orientation

• Communication • Training

• Decision Making • Employment

• Measurement • Auditing
 Behaviors
 Honesty and
Integrity  Observation
and feedback
 Ask for help
without taking  Trust
responsibility
 Listen with
 Recognition 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 person’s 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:
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.
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.
If you don’t send in that
Oh please let it be Bob! payment we’ll take you to
court
Behavioral Model

Antecedents B = f (c)

Behaviors

Consequences
Some example of Consequences:
 Consequences - How would you view
them?

Sunbathing

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

Extinction (E)
("Ignore it and it'll go away")
 Consequences Influence
Behaviors Based Upon
Individual Perceptions of:
Magnitude - large or
 Significance - positive
or negative { small

Impact -
other
personal or

 Timing - immediate or future

 Consistency - certain or uncertain

 Consequences need to be ...
Soon vs Delayed

Certain Personal
vs vs
Uncertain Organizational

Positive vs Negative
 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
behavior - You escape or avoid something you
don’t want
 Good safety

R+ suggestion Joe! Keep

bringing ‘em up!

One more report like

this and you’re outa
here!!

R-

39
 R+
P
e
r
f
o The effects of positive
r reinforcement
m
a
n
c
Time
e

40
P P
e
r The effects of
f punishment
o
r
m
a
n
c
e 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
Let’s 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 - Training -
Boss & Peer relationships, Do they know
Work environment how

Ability

Motivation Performance
Motivation Model
Selection -
Can they do it
Job Climate - Training -
Boss & Peer relationships, Do they know
Work environment how

Ability
The Job Itself -
Any fun, challenge
Job Motivational
Factors Motivation Performance
Achievement, Promotion,
Recognition, Responsibility
Motivation Model
Selection -
Can they do it
Job Climate - Training -
Boss & Peer relationships, Do they know
Work environment how

Ability
The Job Itself -
Any fun, challenge
Job Motivational
Factors Motivation Performance
Achievement, Promotion,
Recognition, Responsibility

Peer Groups -
Norms, Pressures
Union -
Norms,
Pressures
Accident Causation

DOTS Model
 D O T S Causation
Logical
decision in Model
his/her
situation Decision to err

Perceived low
probability

Injury
Capacity with
Overload or Human Acc or
Load in a or
mismatch Error incid’t
State loss

Incomp’ble
displays/
Controls or job
design
Traps Systems
Workstat’n
design
Failure
 D O T S Causation
S Model

Peer pressure Logical

Measures of the boss decision
Perceived priorities in his/her
of mgt situation
Decision
to Err

Of the incident Perceived

occurring low
Of a loss resulting
probability
 D O T S Causation Model
Natural endowment
Physical capability Capacity
Knowledge skill
Drugs / alcohol with
Information
processing Load
Overload
Environment or a
Worry / stress Mismatch
in a
Fatigue
LCUs
State
 D O T S Causation Model

Size, force,
Workstation or
feel, repetition
Job design
reach

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

incid’t
Injury
or
mismatch Error
loss

Traps Systems
Failure
 Benefits
of
Behavior-based Approaches
 Average Reduction
of Injury Frequency

• Implementation of BBS
• After 1 year 34%
• After 2 years 44%
• After 3 years 61%
• After 4 years 71%
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%
Gov’t Action 2 2 18.3%
Mgt. Audits 4 n/a 17.0%
Stress Management 2 1,300 15.0%
Poster Campaign 26,100 14.0%
Personnel Selection 26 19,177 3.7%
Near-miss Reports 2 n/a 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 &
4 Systems & Processes
Accountability
0

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
― Alllevels 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 organization’s 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 People? Time? Facilities? Outcome?

Process
Perception Survey
 100 yes/no opinion oriented questions  All  30 min  Lunch room  Percent positive response in
 Pencil & paper survey  Maximize size of group  Auditorium 21 safety related categories
 Anonymous responses  By location by level

Structured Interviews
 Facilitated group discussion  Focus groups of 10-12  75 min per  Private  Ranked list of improvement
 2 safety process questions people (25% of pop.) group conference area recommendations
 Confidential  Representing the whole with ample room
organization and table to write
 Segregate mgmt &
labor

• System strengths
EXECUTIVE • System weaknesses
SUMMARY • Recommendations
• Next steps

Deliverable
 The Ohio Divis io n o f S afe ty & Hyg ie ne

Sample PART 1

A. Enter your work location:

PERCEPTION SURVEY

B. Enter your shift: _____________

Survey
(Example: production, office, etc.)

___________________________

C. Circle your job function: D. Enter years with company: ____

Line worker, supervisor, or manager

___________________________

PART 2

Y N 1. Do you feel you received adequate Y N 2. Do supervisors discuss Y N 3. Is discipline usually assessed when
job training? accidents and injuries with employees operating procedures are violated?
involved?

Y N 4. Would a safety incentive program Y N 5. Do you perceive the major cause of Y N 6. Does your company actively
cause you to work more safely? accidents to be unsafe conditions? encourage employees to work safely?

Y N 7. Is safety considered important by Y N 8. Are supervisors more concerned Y N 9. Do you think penalties should be
management? about their safety record than about assessed for safety and health violations?
accident prevention?

Y N 10. Have you used the safety Y N 11. Is high hazard equipment Y N 12. Is the amount of safety training given
involvement teams to get action on a inspected more thoroughly than other to supervisors adequate?
complaint or hazard which concerned equipment?
you?

Y N 13. Have you been asked to perform Y N 14. Are records kept of potential Y N 15. Are employees influenced by your
any operations which you felt were hazards found during violations? company’s efforts to promote safety?
unsafe?

Y N 16. Are employees provided Y N 17. Does your company deal Y N 18. Are unscheduled inspections of
information on such things as cost, effectively with problems caused by operations made?
frequency, type and cause of accidents? alcohol or drug abuse?

Y N 19. Is off-the-job safety a part of your Y N 20. Does management insist upon Y N 21. Are safe operating procedures
company’s safety program? proper medical attention for injured regularly reviewed with employees?
employees?

Y N 22. Are you interested in how your Y N 23. Does your company hire Y N 24. Do your co-workers support the
company’s safety record compares with employees who do not have the company’s safety program?
other companies in your industry? physical ability to safely perform
assigned duties?

Y N 25. Do supervisors pay adequate Y N 26. Is safe work behavior recognized Y N 27. Do employees participate in the
attention to safety matters? by supervisors? development of safe work practices?
 % P o sitiv e R espo nses

0
20
40
60
80
100
120
Ac c ident Inv es tigation

Q uality of Superv is ion

Alc ohol/D rug Abus e

Attitude T ow ard Safety

C om m unic ation

N ew Em ploy ees

G oals for Safety Perform anc e

H az ard C orrec tion

Survey Results

Ins pec tions

Inv olv em ent of Em ploy ees

Aw arenes s Program s

R ec ognition for Perform anc e

D is c ipline

Safety C onc erns

Manager

O perating Proc edures

Superv is or T raining

Support for Safety

Supervisor

Em ploy ee T raining

Safety C lim ate

M anagem ent C redibility

Employee

Stres s
 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 positive reinforcement (R+)
if safe
 Coach by shaping behavior
if at-risk
 Ignore what you saw
 Discipline
 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?
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 other’s 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
 Don’t personalize emotion of others
 Move to problem solving
 Focus on interests rather than position
 Find common ground