Behavior-Based Safety - Introduction
Behavior-Based Safety - Introduction
Behavior-Based Safety - Introduction
Behavior-Based Safety
This material for education and training use only
In a recent UAW article we read, “Most behavior based safety programs are fundamentally
outdated and erroneous theories repackaged for modern marketing. Salesmen for behavior based
safety programs claim to eliminate workplace injuries and improve relationships between
supervisors and workers. But often times, these safety programs set up elaborate mechanisms to
observe, coach, reward, and discipline workers. Behavior based safety programs appeal to many
companies because they make health and safety seem simple, do not require management change,
focus on workers, and seem cheaper than correcting hazards. The programs ignore the most
appropriate methods for eliminating health and safety hazards.” (On-the-Job Safety, Feb-Mar ‘99)
Business is Behavior
Behavior - According to E. Scott Geller, behavior refers to acts or actions by individuals that
can be observed by others. In other words, behavior is what a person does or says, as opposed to
what he or she thinks, feels, or believes.
• A dead man can’t do it
• Must be observable, measurable
• Any time, any where, any body
Sure- employees know (1) they will be recognized, and (2) why they’re being
recognized.
“Guess I was just lucky.”
Does the BBS plan specify precisely what must be done to get the award?
Do employees generally understand what’s required to get recognized?
When asked what it takes to earn the reward, do most reply with “I don’t really know”?
Does the BBS plan limit the number of rewards any one person can receive during a
given period? If the reward is always given to the “best” employee, the same person may
receive the reward most of the time.
Does the BBS plan allow a pass-around reward? When this occurs, the reward is not
contingent on behavior.
Sincere - genuine appreciation or disapproval. You really mean it. Motives for
recognizing are not questioned.
“Recognize in public, reprimand in private!”… Any problems with this principle?
Is recognition given as a matter of policy or genuine appreciation?
Is the purpose of the recognition to make management, or the employee look good?
Behavior-Based Safety refers to the use of applied behavior analysis models to achieve
continuous improvement in safety performance. In-depth research about what works and what
doesn’t. According to Krause, safety programs fail because they rely too much on antecedents --
things that come before behavior -- safety rules, procedures, meetings, and so on.
People tend to become what the most important people in their lives think they will become.
According to Michael D. Topf, there are nine common obstacles to cultural change:
1. Management has assumed responsibility for safety and supervisors play the role of “safety
cops.” Safety in such workplaces is perceived as a negative.
2. The safety message is not getting out because downsizing has reduced the number of
individuals available to communicate it. Meanwhile, production demands are on the rise
increasing pressure to cut corners.
3. The press of meetings and other administrative tasks means less time for supervisors to spend
on safety training and reinforcement.
4. Supervisors are often poor role models, taking shortcuts themselves and failing to follow
company and OSHA rules.
5. Supervisors ask employees to take risks, either implicitly or explicitly.
6. Supervisors condone or overlook risk-taking behavior until an injury occurs, and then they
counter it with discipline.
7. Line employees hold on to tenacious, counterproductive beliefs such as: “Accidents don’t
happen to me.”
8. There is a lack of trust between labor and management; unresolved conflicts erode trust and
communication.
9. Fear of job loss is prevalent and negatively impacts morale and job performance.
Each of these nine obstacles, once accepted by a majority of the organization, becomes part of the
collection of beliefs and day to day behaviors that constitutes the organization’s culture.
Core beliefs that influence culture on the personal and organizational level.
• All injuries are preventable.
• All employees are responsible for their safety and the safety of their co-workers
• Management is ultimately responsible for the safety of all employees.
• Working safely is a condition of employment.
• All risks will be identified, addressed, and managed.
• Educating and training employees to work safely is essential.
• Preventing injuries is good business - a profit center activity.
• Safety, production, cost, and quality depend on each other.
• Safety will never be compromised for production or convenience.
• Every employee has the obligation to shut down an unsafe operation.
• The continuing health and wellness of each employee is vital to our long-term success.
An “actively caring” Total Safety Culture requires continual attention in three domains.
En
Knowledge, skills, abilities, Equipment, tools, machinery
n housekeeping, temperature,
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intelligence, motives,
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Operating procedures, rules
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Behavior
Behavior Factors
Complying, reporting, coaching,
recognizing, communicating, actively caring
Observe target observable behaviors during the pre-intervention phase to determine baselines,
set goals, understand influences on target behaviors.
Test the impact of the intervention procedures by continuing to observe and record the target
behavior(s) during the intervention program.
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2. Look for external (system) factors to both understand and improve behaviors.
• Easier to define and correct, objectively, change directly. Independent of feelings.
1. To change attitudes in the belief that our behavior is consistent with our attitudes.
2. To build a psychological climate in which people will choose to behave as we wish, since that
behavior helps to satisfy their current needs (We call this motivation).
3. To modify behavior through the systematic use of reinforcement following behavior to influence
future behavior.
9 Does not turn safety over to any one level of the organization. It does not shift
responsibility or accountability away from management to the employee.
Why is it dangerous to promote the idea that “our employees own the safety
program”?
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9 No relief from the basic truth that safety is line management's responsibility.
Management still has legal responsibility for safety.
Why does OSHA Law hold the employer accountable…not the employee?
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Why does OSHA conduct accident investigations? Why should employers not
investigate…but rather analyze incidents and accidents?
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Dan Petersen states that…”one of the fundamental tenets of safety is that safety systems can look
like almost any thing, as long as these systems meets two key criteria.
Two key criteria:
1. There is a system of accountability in place that defines roles, ensures knowledge to
fulfill the roles at each and every level from worker to CEO, measures role fulfillment; and
has rewards contingent upon role fulfillment.
2. The system asks for, allows for, requires, and ensures participation at each level.
3. A system of measurement
4. Effective consequences
5. Appropriate application
• Selection criteria. How are employees selected for recognition and reward?
• Presentation. How is recognition presented? Who what where how when?
• Fairness. Consistently applied laterally, vertically
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