Identify differences between traditional vs BBS Know when and when not to implement BBS Explain why most traditional safety programs dont work Understand why positive reinforcement is much more powerful than negative reinforcement ID: 759086
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Slide1
Behavior based safety
Slide2Slide3Objectives 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.
Slide4Why 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!
Slide5“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!
Slide6Core Elements in Successful Safety Programs
A culture that says “safety” is important around here!
A tight accountability system!
Slide7Safety 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
2
n/a
0%
Slide8An 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 is it?
Slide9Only 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.
Behavior based safety – what is it not?
Slide10Always Consider These 3 Components
Safety Management System
Engineering Controls
Behaviors
interventions
Slide11Interventions 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.
Traditional hierarchy of safety
Slide127 Components: Management leadershipVision, values, commitmentSafety goals & objectivesCosts of safety performanceResponsibility & accountabilityDefined for management & employeesAccountable for performanceSafety organizationSafety committeesSafety staff resourceSafety budgetSafe work practices & proceduresGeneral & job specificHousekeepingContractorsEmergency
Safety management system interventions
Safety review & improvement
A
Plan / Do / Check / Act process
Accident
investigation process
Safety
audit / inspection
process
Safety training
Based on needs assessments
Designed & presented effectively
For both management & employees
Results in observable changes in behavior on the job
Safety communications
Internal & external
Appropriate for audience
Effectiveness of communication methods
Slide13You 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.
If safety interventions are effective…
Slide14“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
Slide15Suggested 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.
Slide16Use 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.
Observations, feedback & data collection
Slide17Loss runs from insurance carrier or brokerOSHA logsFirst aid logsNear miss / hit reportsAbsenteeism / turnover reports
Use prior experience data to target
jobs for observation
Slide18Focus 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.
Define critical behaviors –
what is safe & what is at risk?
Slide19Obstacles To Success:
Poorly Maintained Facilities
Top-down Management Practices
Poor Planning/Execution
Inadequate Training
Slide20Keys to Success
Meaningful Employee Empowerment.
Designing a Well Planned and Supported BBS Process.
Managing BBS Process with Integrity.
Slide21Is 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
Slide22Is both:
Observable MeasurableTherefore…Behavior can be manager!
Human Behavior
Slide23Attitudes
Are inside a person’s head -therefore they are not observable or measurable.
However…Attitudes can be changed by changing behaviors
Slide24ABC Model
Antecedents – Trigger Behavior
Behavior – Human Performance
Consequences – Either Reinforce or Punish Behavior
Slide25Definitions
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.
Slide26Examples of Activators
Slide27Behavior -
Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.
definitions
Slide28Examples of behavior
Slide29Consequences -
Events that follow behaviors.
Consequences increase or decrease the probability that the behaviors will occur again in the future.
Oh please let it be Bob!
If you don’t send in that payment we’ll take you to court
definitions
Slide30Examples of consequences
Slide31Sunbathing
Aggressive Drivers
Consequences – how would you view them?
Slide32Only 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"
Slide33Consequences Influence Behaviors Based Upon Individual Perceptions of
Based upon individual perceptions of:
Significance
- positive or negativeTiming – immediate or futureConsistency – certain or uncertain
{
Magnitude - large or small
Impact
-
personal
or
other
Slide34Both 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.
Slide35Good safety suggestion Joe! Keep bringing ‘em up!
R+
R-
One more report like this and you’re
outa
here!!
Slide36Performance
Time
R+
The effects of positive reinforcement
Slide37Both 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.
Slide38You bonehead!! You can kiss that bonus for this year good-bye.... and take a few days off without pay!!!
Punishment
Extinction
Let him cry honey. If we get up every night when he cries he’ll never learn to go to sleep peacefully.
Slide39Performance
Time
Punishment
The effects of punishment
Slide40Performance
Time
Extinction
The effects of extinction
Slide41Per
formance
Time
If you see this type of performance curve you can bet management, by negative reinforcement is the predominant management style
Slide42What Employees Want
A Safe Workplace
A Positive Workplace
To Take Care of One Another
To Stop the Hurt!
Slide43What 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.
Slide44Why is one sign often ignored and the other one often followed?
Slide45Observe
what they do when they have the
freedom to choose.
If you want to know what people find to be reinforcing…
Slide46To
create conditions that encourage people to collaborate because they
want to …not because they have to!
The behavior based safety challenge
Slide47A values-based process
“Focus on the process…not results…they will come later!”
Slide48Avoid The Following Headline
“Behavior Based Safety Scores Show Significant Improvement while injury rate climbs!”
Slide49Why Do We Need to Change?
“If you do what you’ve always done, you’ll get what you always got!”
- W. Edwards Deming