Behavior Base Safety

MANAGEMENT TRAINING
AGENDA

Purpose for BBS Revisions

Behavioral Science Overview
BBS Methodology – 5 steps
• Pinpointed CBP’s
• Observation and Measurement Process
• Providing Feedback
• Positive Reinforcement
• Evaluate

Management Support
Purpose of BBS
We need to maintain a focus on “behaviors”
as a critical prevention strategy

While other risk reduction programs have been

implemented/ improved concurrently with BBS, it
is likely that BBS Program has played a important
role in incident reduction

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Behavioral Science Overview
 Understanding the Laws of Behavior

Basic Fundamentals
 All behavior is learned
 Behavior is a result of its consequences from the
environment
 As long as a behavior “works” for us, we will continue
to produce it
 Consequences for a behavior must be changed for
a person to learn to behave differently

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ABC Model and Analysis
(Understanding Behavior)

Antecedents Behavior Consequences

Anything that prompts What happens after a
people to act in a given Any action you can see
behavior – pay off or
manner someone doing
punishment

Your nose itches You rub it Stops itching

Gas gauge registers You fill it Continue your trip
empty
A dark room You flip switch Lights up room

People do what they do because of what

happens to them when they do it
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Importance of the ABC Model

 Knowledge and application of the ABC model helps determine why

behaviors are happening in the first place.
 It then allows us to change the antecedents and consequences that
prompt and support the wrong behaviors to antecedents and
consequences that prompt and support the right behaviors.
 Changing right behaviors into habits can be challenging
 The key to developing habits requires a systematic approach:
– Pinpoint desired behaviors
– Observe and measure daily
– Provide feedback on current behaviors
– Positively reinforce the right behaviors
– Evaluate progress over time

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Habit Change Concept

Definition of Habit:
 A behavior we do consistently and
automatically
 Something we do so routinely we feel
uncomfortable when we don’t do it

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Path to Safe Habits

2 3
Conscious
Recognized Working to
Need Habit Strength

Unrecognized
Safe Habits
Need

Not Conscious 1 4

Incompetent Competent 10
Creating long lasting habits

Measurable changes in behavior produce…

Targeted Safe Behavior

100

80
Percent Safe

60

40

20

0
10 20 30 40 50 60
Days

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Measurable Reductions in Injury Frequency

measurable reductions in injury frequency.

OSHA Recordable Rate

Before BRI After BRI

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20 20.56 19.52
15
Rate

10 12.18

5 7.55 6.78
4.93 3.96
0
99 00 01 02 03 04 05
Year

Producing Lasting Change in Performance

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BBS Methodology – 5 Steps
1) Pinpointed CBP’s
2) Observation and Measurement Process
3) Providing Feedback
4) Positive Reinforcement
5) Continuous Evaluation
 STEP 1: Pinpointed CBP’s

KEY POINTS

 Pinpointed CBP’s are developed by steering

committee with input from observers/employees
for best results
 Pinpointed CBP’s are specific to individual
workgroups or departments as much as possible
(the CBP’s are relevant for the work being done in
each work area or department)
 Pinpointed CBP’s are the first step in helping
people change as it focuses attention on the
desired behaviors.

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CBP Development Process
Creating Pinpointed CBP’s

Principle: In order to shape behaviors you want, begin by

specifying exactly what you want people to do, not what you
don’t want them to do.

 Identify results first, then pinpoint

behaviors to get there
 CBPs are real actions– you can see them
 CBPs specify who will do what, when and
where
 CBPs are the opposite of the behavior you
are trying to change
BBS begins with
good CBPs

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 Criteria for Pinpointed CBP’s

Pinpointing is key for the rest of the process to be effective.

To maximize clarity CBPs should follow the MORS criteria:

 Measurable — can be counted

 Observable — can be seen
 Reliable — two or more would agree
 Safe — rather than unsafe (the behavior you want)

A CBP is considered a “Pinpointed CBP” if it meets the MORS criteria.

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Sample Pinpointed CBPs

 Stop machine before removing PCB board from conveyor inside machine
 Put chemical bottle in work station organizer
 Use cable tie to contain wires and cables
 Open cassettes with delidding tool
 Keep wrists straight/neutral while scanning label
 Lifting 1 full or 2 empty tubs at a time
 Barricade, warning signs and permit is present when opening floorboard
 Post warning sign and barricade when (or before) opening floor board
 Stop machine when (or before) clearing dropped disk or jammed parts

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 STEP 2: Observation and Measurement Process

KEY POINTS

 Fewer CBP’s are listed on the observation sheet for

each workgroup/department reducing observation time
and simplifying the process.
 Possibility for employees reaching habit strength is
increased because behaviors are more specific, more
attention and focus is provided each day, and there are
fewer behaviors to work on.
 The observations are unannounced to capture true
present level behavior which also simplifies the
process.

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Observations and Measurement Process

Principle: Anything you want to change, you need to measure

without judgment or punishment. Measurement requires
observation.

Why Observe and Measure?

 To teach us to look for desired behaviors
 To obtain accurate view of present level of behavior
 To evaluate progress and recognize small improvements
that may otherwise go unnoticed
People tend to find  To give performance feedback for a workgroup
what they’re looking
for.  To give individual feedback to allow a person to change
 To reinforce desired behaviors

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Program Impact: More focus on
Injuries/Illnesses
relevant safety behaviors that are Incidents
important for the day-to-day
activities of each workgroup. Safety Inspections
Smaller workgroups then become
more team focused on their own
Other behaviors that you
set of CBP’s want to modify

CBP’s are replaced with new ones as they achieve “100% safe” for 60 days

Reduce the time for observations for each observer (5 -10 minutes per
observation vs. current average of 30 minutes).

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 Pinpointed Observation Process
Flowchart Illustration of Observation Process

Ideally, try to observe as many employees as

possible (at least 3-5 employees) during the
4-5 CBP’s on observation time period per CBP per observer
Observation Sheet (depends on pinpoint and # of workers)

Weekly Mark Total # Safes

Observations Observation and Unsafes
per Schedule Sheet per CBP

Turn in
IF SAFE IF UNSAFE
Completed
Provide Sheet
Provide Positive Constructive
Feedback Feedback

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Sample Observation Sheet
Tracking the Pinpointed CBP’s

 Place checkmarks in the appropriate column as you observe the

pinpointed CBP
 Record reason(s) for “Can’t Do”
 Total the number of Safes and Unsafes for each CBP
Can’t
Pinpointed CBP’s Safe Unsafe Totals
Do
When pouring, use entire hand to
3 Safe
hold container. 3 Unsafe
 
When handling hot parts, use X
  2 Safe
oven mitts.  10 Unsafe


 5 Safe
Lift with back straight, knees bent. 5 Unsafe
 

Comments: “Can’t Do” - No oven mitts available at station B

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Pinpointed Observation Process Key Points

 Anonymous (no name, no blame)

 Unannounced (to capture true behavior)
 Feedback (helps us change)
 Scheduled observations (varied times each day)
 Different people each time (to help as many as possible)
 Many people as possible (For example, you could observe 5 people
wearing safety glasses and one not wearing them. That would be 5
Safe, and 1 Unsafe on the observation sheet)

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 Pinpointed Measurement Process
Flowchart Illustration of Measurement Process

Collect
Observation Sheets
per Workgroup

Post % Safe
Calculate % Interpret Graph
per CBP per
Safe per CBP Data Over Time
graph

IF DECREASING IF INCREASING
Reinforce and
Determine Why: Celebrate at 100%
ABC Analysis for 60 Days

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 Calculating Percent Safe for each CBP per
Workgroup
Can’t
Pinpointed CBP’s
When pouring, use entire hand to
Safe Unsafe Totals
Do 1) Total all Safe and Unsafe for each CBP from
hold container.  
3 Safe
3 Unsafe all Observation Sheets
When handling hot parts, use
oven mitts.   2 Safe
3 Unsafe EXAMPLE: 11 Safe, 7 Unsafe for first CBP
Lift with back straight, knees bent.
 
 3 Safe
4 Unsafe


2) Calculate % Safe: Total # Safe divided by
Pinpointed CBP’s Safe Unsafe Totals
Can’t
Do (Total # Safe + Total # Unsafe) X 100 = % Safe
When pouring, use entire hand to
hold container. 
  4 Safe
3 Unsafe

When handling hot parts, use


 X EXAMPLE: 11 / (11 + 7) x 100 = 61%
3 Safe
oven mitts.   2 Unsafe

 1 Safe
Lift with back straight, knees bent.   4 Unsafe 3) Place % Safe data point (61%) on

 workgroup graph
Can’t
Pinpointed CBP’s Safe Unsafe Totals
Do
When pouring, use entire hand to

 4 Safe 4) Repeat for each CBP
hold container.  1 Unsafe


When handling hot parts, use
oven mitts.

  4 Safe
2 Unsafe


Lift with back straight, knees bent.   3 Safe
1 Unsafe

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 STEP 3: Providing Feedback

KEY POINTS

 Fewer and more specific CBP’s per workgroup allow

for easier and faster application of individual feedback
to employees.
 Performance feedback graphs bring focus and
attention to workgroup behaviors which help increase
and sustain desired behaviors.
 The observations are unannounced to capture true
present level behavior which also simplifies the
process.

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Importance of Feedback

Principle: No learning (or behavior change) occurs without

ongoing feedback.

Feedback:
 Information about performance
 Helps us realize what we are doing so we can change
 Helps shape the behaviors we want
What am I doing  Frequent feedback facilitates faster improvement
right now?
How are we doing as  Real-time (immediate) and data-based
a group?  Verbal and graphical feedback are used

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 Two Types of Feedback

Verbal (Individual)
– Used after an observation
– Brings attention to the present moment behavior of the performer
– Helps a performer know how they compare to standard (CBP)

Positive feedback for safe behavior

Constructive (helpful) feedback for unsafe behavior
– Provides opportunity for performer to change their behavior to meet the
standard

Graphical (Workgroup)
– Shows performance of a workgroup compared to baseline
– Is a prompt for discussion and reinforcement

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Graphical Performance Feedback

Graphical feedback is more

powerful than verbal feedback
for groups.

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 Graphic Feedback for Workgroups

Lifting with back straight, knees bent

GOAL: 100% Safe
100
90  Posted in highly visible area for
each workgroup
80
Kick Off Line Generated from Observation

70
Sheets
% 60
 Plotted daily (ideal) or weekly
Safe 50  Discussed daily (ideal) or
40 weekly with workgroup
30 Managed by the Steering
Baseline 

20 Two Weeks Committee

10
0

Daily/Weekly Dates

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Basic Interpretation of Graphic Feedback

Increasing Data Points: Reinforcement is

Happening

Data
 Positive attention to the graph becomes
conditioned reinforcement to the
workgroup. Time

Decreasing Data Points: Punishment

or Penalty Is Happening (Or Lack
of Reinforcement)

Data
 Evaluation of the consequences
(ABC analysis) is needed to change
the behavior.
Time

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 STEP 4: Positive Reinforcement

KEY POINTS

 CBP’s help focus our attention on the desired

behaviors so that we notice them which prompts us to
reinforce them.
 Positive reinforcement is the key to help overcome the
resistance of wanting to stay with the old habit.
 Effective positive reinforcement for always increases
the rate of desired behavior because of its very nature.

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Importance of Positive Reinforcement

Principle: Positive Reinforcement always works. Current

behaviors reflect what is being reinforced.

Positive Reinforcement:
 Ensures safe behaviors become habit
 Changes “have to” behaviors into “want to” behaviors
 Builds pride and ownership at all levels
 Creates discretionary effort
 Brings out the BEST IN PEOPLE

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 Identifying Reinforcers (PIC’s*) by the ABC Analysis

 Identify the natural PICs of each behavior

(why the person is doing what they’re Antecedents
doing)
 If possible, remove natural PICs for doing
the wrong behavior, and the natural NICS Behavior
for not doing the desired behavior.
 Deliver Planned PICs (both natural and
social) to support the desired behavior.
Consequences
– Natural (Ideal): Ergonomic changes,
additional tools, better tools, better
procedures, etc. Positive Reinforcement is not just a
– Social: Individual feedback and “pat on the back”. It is a strategic
reinforcement application of PIC’s to get more of the
behaviors you want.

*PIC’s: Positive, Immediate, Certain Consequences 34

 Path to Safe Habits using Behavior-Based Safety

BEHAVIORS
Measurement & Feedback
(Shaping)

2 3
Recognized Working to
ANTECEDENTS Need Habit Strength
CONSEQUENCES
Pinpoints & Feedback &
Measurement Reinforcement
(Training) (Locking In)

Unrecognized
Safe Habits
Need

1 4 35
 STEP 5: Evaluate

KEY POINTS
 The Steering Committee evaluates the
process to ensure continuous improvement.
 Every aspect of the 5 steps within every
person has opportunity for continuous
improvement.
 The process requires interest, attention and
energy by managers, supervisors, steering
committee and observers to be successful.

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 Evaluate for Continuous Improvement

Pi
Principle: The end is inherent T E np
A oi
in the means. Gradual L U Evaluate Pinpoint nt
improvement of the behavioral V A  MORS
E 

Process Health
Outcome Measures
 Baselines
principles and process steps  Management


Sub-Goals
Goals
 Employees
ensures better outcomes.  Steering Team


Kick Off Meetings
New Pinpoints

Reinforcement Improving Measure

Rein 

System (natural)
Planned (social)
BBS
 Scorecards
 Specific behaviors
Are we better Observations

fo
 Immediate  Daily Scores

re
Personal
rcem
 Feedback  Posted Graphs

asu
today than we
 Sincere
 Celebrations  Positive Feedback
 Constructive Feedback

Me
ent

were yesterday? 


Graphic Feedback
Management Feedback
Steering Team Feedback

Feedback

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Management Support
Best Practices in Safety Leadership

1) Vision – defining safety excellence

2) Credibility – doing what you say you will do
3) Collaboration – working well with others
4) Feedback and Recognition
5) Accountability – clear roles and follow up
6) Communication – honest, complete information
7) Values Safety – supports safety values and principles
8) Action-Oriented – proactive rather than reactive

BBS helps integrates all these best practices

Thomas R. Kraus, CEO and founder of Behavioral Science Technology, Inc. 39

 Management Support

Demonstrate Support through Action:

 Be interested in your workgroup’s % safe
scores: Learn about the CBP’s, the
observation process, the challenges, etc.
 Bring attention to the process: Look at the
graphs frequently, ask questions, reinforce
observers and workers, etc.
 Add energy when possible: Hold pre-shift
meetings to recognize accomplishments,
attend celebrations, share successes with
others, etc.

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Management Support Adds Impact

Simple, focused behaviors by the

management team demonstrates your
support and helps maintain the energy
needed for the workgroups to obtain
the desired results.

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 Smmary

 Steering Committee will present and demonstrate the initial pinpointed

CBP’s on the observation sheet for the observers and targeted workgroups.
 Observers will conduct the two-week baseline for each CBP on the
observation sheet per observation schedule.
 Steering Committee and Observers will review the results of the two-week
baseline and make changes to the CBP’s if needed.
 Performance feedback graphs for each CBP will be posted in each
workgroup/department area in highly visible area.
 Steering Committee will conduct BBS Overview/Kick-off meetings for the
rest of the employees in the pilot project.
 Observers begin observations as scheduled and workgroup graphing.
 Steering Committee members will coach and mentor observers until new
observation process on ongoing basis as needed.

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Questions and Wrap Up

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Thank you for your participation!
 Potential Questions

Method of convincing people - 10 marks

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