introduction to behavioral safety

Copyright Quality Safety Edge © 2006 1

Introduction toBehavioral Safety

Grainne A. Matthews, Ph.D.Quality Safety Edge

Behavioural Safety Now Conference 2006Pre conference Workshop


Module One: Introduction


Workshop Agenda

Behavioral Safety Where did it come from? Why does anyone need it? What is it? How does it work? What’s involved in implementation? What does it take to be successful?


Introductions

Please introduce yourselves to eachother

Appoint a spokesperson for yourtable

What is the most important questionyour table would like answered today?


Behavioral Safety

Evidence-based process thatachieves…

Significant safety improvements asmeasured by… Increase in people working safely Increase in safe conditions Decrease in people getting hurt

As a result of… Observations & Feedback Goals & Celebrations Analysis & Action


Ground Rules

What ground rules would you like tohave?


Module Two: Case for Change


Name That Hazard

List 25 hazards, risks, dangers, orpotential injuries employees face inyour industry.

Examples Trip and fall on stairs Back strain from heavy lifting Cut by a utility knife

First table to 25 wins!


Safety Improvements

Equipment &Work

Environment

Safety ManagementSystem

Identify,Assess, and

Control Hazards

Policies & ProceduresTraining & RemindersIncentives & Discipline


The Safety Triangle

Deaths*

Lost Workday Cases

Medical Attention Cases

First Aid Cases

Near Miss CasesUnsafe Behaviors or Conditions

1

10

100

Research

1,000

10,000

*Not enough data

Sp

ecul

atio

n


Safety Triangle

Let’s create our own safety triangle


Safety Triangle

A company that has 1 lost time injury, 10recordable injuries, & no near miss reportshas a reliable reporting system.

A company that has a rate of 2 lost workdaycases should expect 20 medical attentioncases.

Focusing on unsafe behaviors & conditionsis more effective in reducing injuries thanfocusing on incident rates.

Complacency comes from notunderstanding the risk or knowing the safeprocedure.

YES NO


Our Clients

Behavior 76%

Conditions & Behavior 20%

Conditions 4%


Behavior + Conditions

Serious InjuriesBehavior

Condition

Trip on carpet, fallover chair, twist

ankle

Reading documentsWorn carpet

Lots of furniture


Injury Prevention Path


Preventing Injuries

Behavior plays a very minor role incausing injuries.

Many serious injuries are caused by acombination of behavior & conditions.

Behavioral safety ignores conditions.

YES NO


Everything Safety

List the programs you use to helpemployees work safely

Examples Safety moments Office inspections by safety staff Job Task Analysis

Team with most items in 1 minutewins!


Current Safety Management

Policies & procedures

Formal & informal training Safety meetings

Awareness efforts Safety meetings Competitions Safety committees Safety moments

Monitoring Inspections Audits

Safety incentives

Progressive discipline


Your Programs

Do all of your programs fall intoone of these categories?


Effective Programs

Effective programs to promote safetybehavior provide: Clear instructions before the safe

practice Frequent, positive feedback soon after

the safe practice Which of the programs on the list provide

clear instructions? Which provide frequent, positive, immediate

feedback?


Current Safety Management

Policies & procedures

Formal & informal training Safety meetings

Awareness efforts Safety meetings Competitions Safety committees Safety moments

Monitoring Inspections Audits

Safety incentives

Progressive discipline

InstructionsBefore?

Frequent, Positive,Immediate

Feedback After?


Common Problems

Reactive because metrics are laggingindicators

Less than optimal employeeinvolvement

Under-reporting of near misses &minor injuries

Incident rate plateau butunpredictable incidents


0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

1999 2000 2001 2002 2003 2004 2005

Rat

ep

er20

0,00

0w

ork

hou

rs

TRIRLDR

Typical Injury Data


Beyond a Safety Plateau

Equipment &Work

Environment

SafetyManagement

System

Identify,Assess, and

Control Hazards

Policies & ProceduresTraining & RemindersIncentives & Discipline

BehavioralSafety

Involve employeesObserve & feedback

Remove barriersRecognize & celebrate


Module Three: Why Behavioral Safety


Feedback

Penny Toss

Three main points1. ?2. ?3. ?


Penny Toss

Feedback has more influence thaninstructions.

The ONLY problem with negativefeedback is that it doesn’t increasesuccessful behavior.

No feedback allows people to figureout how to be successful on theirown.

Natural feedback sometimesoverpowers human feedback.

YES NO


Values Based Safety Process Video

Five main points1. ?2. ?3. ?4. ?5. ?


What’s The Difference?

How is Behavioral Safety differentfrom current safety management?

List five differences1. ?2. ?3. ?4. ?5. ?


What is Behavioral Safety?

Feedback – the Heart and Soul of theprocess Trained people watch someone working

and provide positive or frequent feedbackon safe practices from a checklist ofpinpointed safety practices.

They discuss any concerns andopportunities to improve safety.

They take any possible immediate actionto improve safety.


Key Features

Anonymous

Voluntary

Immediate feedback

Positive focus

Short and simple

Discipline-free


What is Behavioral Safety?

Local control – Steering Committee Employee-led, management supported Provide feedback weekly on observed

practices Use checklist information to improve

safety Encourage participation through

recognition and celebration Involve others through feedback and goal

setting


4

6

11

0

45

0

2

4

6

8

10

12

Does It Work?

Year Before Year After

Lost Time Injuries Medical Aid Injuries Vehicle Injuries

BehavioralSafety Process


Does It Work?

Lost Time Incident Rate

0

0.5

1

1.5

2

2.5

1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

No

.per

200,

000

wor

kho

urs

Values-Based Safety


Does It Work?

0

5

10

15

20

25

30

35

1 2 3 4 5 6 7 8

TRRLTIR

Year


Multiple Effects

50%

“Observer Effect”

25%

Action Plans bySafety Committee

25%

Feedback toObservee


110

1001000

10000100000

1000000

1 2 3 4 5 6 7

Power of Positive Reinforcement

Discretionary Performance

“Have-To” Performance


Module Four: Values in Action


Creating Culture

Mission & Goals

Technology Values

Achieve Results

Change Behavior


Creating Safety Culture

Reduce Injuries

Observation,Feedback,

Remove barriers

Achieve Results –The right way

Change Safety and InterpersonalBehaviors

Respect, Integrity,Accountability,

Initiative


Project Structure

Leadership Staff Management Committee

Design Phase Implementation

Design Team Steering Committee

Safety Staff

Leadership Staff

Safety Staff

Area Teams


Project Steps

Assessment& Orientation

EducateDesign Team

Design Teamdesignsprocess

Roll Out• Train area teams• Train area leadership• Train employees

Validate

Evaluate

Implementation• Staff conduct observations• Steering Committee manages• Leadership monitors

Follow Upwith Area

Teams


Possible Integration Areas

Reward & incentive systems

Performance review

Data management

Safety Committees

Orientation of new hires

Ongoing training


Critical Success Features

Address issues of majority of people, notCAVE people.

Change systems that conflict with safepractices.

Initial focus on process & outcomemeasures rather than results.

True employee empowerment – skills,resources, & follow through.

Leaders held accountable for their supportof the process.


Values in Action

Behavioral Safety changes only theculture, not the injury rate.

The main reason Behavioral Safetyreduces injuries is because we findmore mistakes with moreobservations.

Behavioral Safety may result insignificant changes in our hiring,training, promoting, and purchasingsystems.

YES NO


Module Five: Planning


Some Design Questions

Who will conduct observations?

Who will be observed?

When and how often?

What happens to the checklist?

How will I participate?

How will we reinforce participation?


Typical Procedure

Announce the observation.

Observe for 2 – 3 minutes.

Check if you think the observed practice issafe or if you have a concern.

If you check Concern, describe what yousaw.

Check the 2–3 most important safe items &1 concern (if any) on which you plan to givefeedback.

Provide immediate positive feedback anddiscuss one concerns.


Area Teams

Who will be on the area teams?

How will they analyze the data?

How will they communicate withemployees?

How will they work with leadership tochange systems that affect safety?

How will they make improvements tothe process?


Leadership Role

Participate Observations and feedback Steering Committee and area teams

Support Committee and teams Budget Respond to recommendations

Monitor Ensure the process is successful Continuous improvement


010203040506070

80% - 100% 40% – 60% 0 – 20%

Level of First Line Supervisor Participation

%E

mp

loye

eP

artic

ipat

ion

1998 14 Locations

Impact of Leader Participation

43% Correlation


0

10

20

30

40

50

60

70

80

>80% 60-70% <40%Level of First and Second Line Participation

%E

mpl

oyee

Par

ticip

atio

n

Impact of Leader Participation

1999 10 Locations

78% Correlation


Module Six: Observation and Feedback


Observing and Describing


Observation Checklists

Target significant practices Analysis of incidents Simple & short

Practices are pinpointed Observable Objective Specific Active


Video

Giving Feedback

Four steps1. ?2. ?3. ?4. ?

Six guidelines1. ?2. ?3. ?4. ?5. ?6. ?


Basic Feedback Model

Describe the action or result, not theperson “I notice you have positioned your

monitor so that your eyes are level withthe center of the screen.”

NOT: “You are ergonomically correct.”

Describe reason for the practice “That can prevent neck and back strain.”

Listen to response


Positive Feedback

Role play providing POSITIVEfeedback based on your firstobservation

Use Feedback Worksheet

Rotate roles


Suggestions

Talk with individual – maybe later

Discuss in area safety meeting

Consult with resources

Primary rule: Don’t argue!


Feedback

The purpose of observations is tocatch people working safely.

Completely review the checklist withthe person.

Make sure they don’t say anything.

Make sure they don’t see thechecklist.

Emphasize your concerns.

YES NO


Behavioral Safety Process

Employees observe & discusssignificant practices

Safety Committee analyzes data &recommends action

Leaders respond to recommendationsand take action

Safety Committee recognizesindividuals for support & celebratesmeeting goals


Key Features

Universal participation Frequent, quality participation by

everyone

Employee designed and managed Frequent, quality Action Plans by

employee-led Safety Committee

Leadership monitored and supported Frequent, quality responses to

recommendations by leaders Pay attention to process and

contributions of individuals


Workshop Evaluation

I never thought Behavioral Safetywould be this complicated.

I am enthusiastic & excited about thisnew approach.

I am totally confused.

I think this process could really makea difference at my company.

YES NO

introduction to behavioral safety

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