BEHAVIOR BASED SAFETY Safetyon Call Safetyon Call OBJECTIVES

BEHAVIOR BASED SAFETY Safetyon. Call

Safetyon. Call

OBJECTIVES TODAY • Identify differences between traditional vs. BBS. • Know “when and when not” to implement BBS. • Explain why most traditional safety programs don’t work! • Understand why positive reinforcement is much more powerful than negative reinforcement. Safetyon. Call

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! Safetyon. Call

“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! Safetyon. Call

CORE ELEMENTS IN SUCCESSFUL SAFETY PROGRAMS • A culture that says “safety” is important around here! • A tight accountability system! Safetyon. Call

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% Government Action 2 2 18. 3% Mgt. Audits 4 n/a 17. 0% Stress Management 2 1, 300 15. 0% Poster Campaign 2 6, 100 14. 0% Personnel Selection 26 19, 177 3. 7% Near miss reports n/a 0% 2 Safetyon. Call

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. Safetyon. Call

BEHAVIOR BASED SAFETY – WHAT IS IT 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. Safetyon. Call

INTERVENTIONS Always Consider These 3 Components vi ha Be s or m e ag n a em M y yst t e S af t en S Engineering Controls Safetyon. Call

TRADITIONAL HIERARCHY OF SAFETY Interventions Included: • Attempts to eliminate the hazard. • Having employees work around the hazard. • Guarding or warning employees about the hazard. • Training employees to deal safely with the hazard. Safetyon. Call

SAFETY MANAGEMENT SYSTEM INTERVENTIONS 7 Components: 1. Management leadership • Vision, values, commitment • Safety goals & objectives • Costs of safety performance 5. Safety review & improvement • A Plan / Do / Check / Act process • Accident investigation process • Safety audit / inspection process 2. Responsibility & accountability • Defined for management & employees • Accountable for performance 3. Safety organization • Safety committees • Safety staff resource • Safety budget 6. Safety training • Based on needs assessments • Designed & presented effectively • For both management & employees • Results in observable changes in behavior on the job 4. Safe work practices & procedures • General & job specific • Housekeeping • Contractors • Emergency 7. Safety communications • Internal & external • Appropriate for audience • Effectiveness of communication methods Safetyon. Call

IF SAFETY INTERVENTIONS ARE EFFECTIVE… You will see: • % of safe behaviors increasing and the % at-risk behaviors decreasing. • Reporting of near misses / hits increasing. • Both the number of observations and level of participation increasing. • Frequency & severity of injuries decreasing. • Increasing acceptance of responsibility and accountability for personal behavior. Safetyon. Call

“BUSINESS IS BEHAVIOR” A business succeeds or fails through the performance of all of its employees. Success = “Good” performance Failure = “Bad” performance Performance = the combined results of a series of behaviors *Aubrey Daniels, author and behavioral psychologist Safetyon. Call

SUGGESTED BBS PROCESS • Discovery - Determine Behaviors That Have Greatest Loss Impact. • Design - Identify Team Who Will Define & Design BBS Process. • System Up - Implement BBS Observation Process & Collect Data. • System Check - Ensure BBS Process Has Been Effectively Implemented. Safetyon. Call

OBSERVATIONS, FEEDBACK & DATA COLLECTION • Use a design team of hourly workers, supervisors and managers, to design the process - forms, training, data collection and ID roles & responsibilities. • Clearly define critical behaviors that will be observed what is “safe” vs. “at-risk”? • Give feedback on safe & at-risk behavior observed. • Determine who will act on data collected through observations. Safetyon. Call

USE PRIOR EXPERIENCE DATA TO TARGET JOBS FOR OBSERVATION • Loss runs from insurance carrier or broker • OSHA logs • First aid logs • Near miss / hit reports • Absenteeism / turnover reports Safetyon. Call

DEFINE CRITICAL BEHAVIORS – WHAT IS SAFE & WHAT IS AT RISK? • Focus on relevant behaviors that will have a direct impact on losses. • Many behaviors that are directly related to the losses are unconscious behaviors that occur quickly. • Select critical behaviors to focus on through actual observation of people at work - not just through discussion & brainstorming. Safetyon. Call

OBSTACLES TO SUCCESS: • Poorly Maintained Facilities • Top-down Management Practices • Poor Planning/Execution • Inadequate Training Safetyon. Call

KEYS TO SUCCESS • Meaningful Employee Empowerment. • Designing a Well Planned and Supported BBS Process. • Managing BBS Process with Integrity. Safetyon. Call

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) Safetyon. Call

HUMAN BEHAVIOR Is both: • Observable • Measurable Therefore…Behavior can be manager! Safetyon. Call

ATTITUDES Are inside a person’s head -therefore they are not observable or measurable. However…Attitudes can be changed by changing behaviors Safetyon. Call

ABC MODEL • Antecedents – Trigger Behavior • Behavior – Human Performance • Consequences – Either Reinforce or Punish Behavior Safetyon. Call

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. Safetyon. Call

EXAMPLES OF ACTIVATORS Safetyon. Call

DEFINITIONS Behavior - Any directly measurable thing that a person does, including speaking, acting, and performing physical functions. Safetyon. Call

EXAMPLES OF BEHAVIOR Safetyon. Call

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 payment we’ll take you to court Oh please let it be Bob! Safetyon. Call

EXAMPLES OF CONSEQUENCES Safetyon. Call

CONSEQUENCES – HOW WOULD YOU VIEW THEM? Sunbathing Aggressive Drivers Safetyon. Call

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" • Punishment (P) – "If you do this, you'll be penalized" • Extinction (E) – "Ignore it and it'll go away" Safetyon. Call

CONSEQUENCES INFLUENCE BEHAVIORS BASED UPON INDIVIDUAL PERCEPTIONS OF Based upon individual perceptions of: • Significance - positive or negative • Timing – immediate or future { Magnitude - large or small Impact - personal or other • Consistency – certain or uncertain Safetyon. Call

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 consequence - You escape or avoid something you don’t want. Safetyon. Call

R+ Good safety suggestion Joe! Keep bringing ‘em up! One more report like this and you’re outa here!! RSafetyon. Call

THE EFFECTS OF POSITIVE REINFORCEMENT R+ P e r f o r m a n c e Time Safetyon. Call

BOTH PUNISHMENT & EXTINCTION DECREASE BEHAVIOR • Punishment - a procedure in which a punisher (consequence that decreases the frequency of the behavior it follows) is presented. - You may get something you don’t want. • Extinction - withholding or non-delivery of positive reinforcement for previously reinforced behavior. - You don’t get what you want. Safetyon. Call

Punishment You bonehead!! You can kiss that bonus for this year good-bye. . and take a few days off without pay!!! Let him cry honey. If we get up every night when he cries he’ll never learn to go to sleep peacefully. Extinction Safetyon. Call

THE EFFECTS OF PUNISHMENT P e r f o r m a n c e Punishment Time Safetyon. Call

THE EFFECTS OF EXTINCTION P e rf o r m a n c e Extinction Time Safetyon. Call

IF YOU SEE THIS TYPE OF PERFORMANCE CURVE YOU CAN BET MANAGEMENT, BY NEGATIVE REINFORCEMENT IS THE PREDOMINANT MANAGEMENT STYLE P e r f o r m a n c e Time Safetyon. Call

WHAT EMPLOYEES WANT • A Safe Workplace • A Positive Workplace • To Take Care of One Another • To Stop the Hurt! Safetyon. Call

WHAT MANAGEMENT WANTS • An Accident Free Workplace. • Empowered Employees. • Pro-active Rather Than Re-active Work Process. • To Minimize Direct and Indirect Costs and Threat of Liability From Accidents. Safetyon. Call

WHY IS ONE SIGN OFTEN IGNORED AND THE OTHER ONE OFTEN FOLLOWED? Safetyon. Call

IF YOU WANT TO KNOW WHAT PEOPLE FIND TO BE REINFORCING… Observe what they do when they have the freedom to choose. Safetyon. Call

THE BEHAVIOR BASED SAFETY CHALLENGE To create conditions that encourage people to collaborate because they want to …not because they have to! Safetyon. Call