Introduction to Behavioral Safety

Introduction to
Behavioral Safety
Grainne A. Matthews, Ph.D.
Quality Safety Edge
Behavioural Safety Now Conference 2006
Pre conference Workshop

Copyright Quality Safety Edge © 2006 1

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 each
other
 Appoint a spokesperson for your
table
 What is the most important question
your table would like answered today?


Behavioral Safety

 Evidence-based process that
achieves…
 Significant safety improvements as
measured 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 to
have?


Module Two: Case for Change


Name That Hazard

 List 25 hazards, risks, dangers, or
potential injuries employees face in
your 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 &
Safety Management
Work
System
Environment

Identify, Policies & Procedures
Assess, and Training & Reminders
Control Hazards Incentives & Discipline


The Safety Triangle

Deaths*

Lost Workday Cases 1
10 Research
Medical Attention Cases
100

Speculation
First Aid Cases
1,000
Near Miss Cases
Unsafe Behaviors or Conditions 10,000

*Not enough data

Safety Triangle

 Let’s create our own safety triangle


YES NO Safety Triangle

 A company that has 1 lost time injury, 10
recordable injuries, & no near miss reports
has a reliable reporting system.
 A company that has a rate of 2 lost workday
cases should expect 20 medical attention
cases.
 Focusing on unsafe behaviors & conditions
is more effective in reducing injuries than
focusing on incident rates.
 Complacency comes from not
understanding the risk or knowing the safe
procedure.


Our Clients

Behavior 76%

Conditions & Behavior 20%

Conditions 4%


Behavior + Conditions

Condition
Behavior
Serious Injuries

Worn carpet
Reading documents
Lots of furniture
Trip on carpet, fall
over chair, twist
ankle


Injury Prevention Path


YES NO Preventing Injuries

 Behavior plays a very minor role in
causing injuries.
 Many serious injuries are caused by a
combination of behavior & conditions.
 Behavioral safety ignores conditions.


Everything Safety

 List the programs you use to help
employees work safely
 Examples
 Safety moments
 Office inspections by safety staff
 Job Task Analysis

 Team with most items in 1 minute
wins!


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 into
one of these categories?


Effective Programs

 Effective programs to promote safety
behavior 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

Instructions Frequent, Positive,
Before? Immediate
Feedback After?
 Policies & procedures
 Formal & informal training
 Safety meetings
 Awareness efforts
 Safety meetings
 Competitions
 Safety committees
 Safety moments

 Monitoring
 Inspections
 Audits

 Safety incentives
 Progressive discipline

Common Problems

 Reactive because metrics are lagging
indicators
 Less than optimal employee
involvement
 Under-reporting of near misses &
minor injuries
 Incident rate plateau but
unpredictable incidents


Typical Injury Data

4.0

3.5

3.0
Rate per 200,000 work hours

2.5

2.0
TRIR
LDR
1.5

1.0

0.5

0.0
1999 2000 2001 2002 2003 2004 2005


Beyond a Safety Plateau

Equipment & Safety
Behavioral
Work Management
Safety
Environment System

Policies & Procedures Involve employees
Identify,
Training & Reminders Observe & feedback
Assess, and
Incentives & Discipline Remove barriers
Control Hazards
Recognize & celebrate


Module Three: Why Behavioral Safety


Feedback

 Penny Toss

 Three main points
1. ?
2. ?
3. ?


YES NO Penny Toss

 Feedback has more influence than
instructions.
 The ONLY problem with negative
feedback is that it doesn’t increase
successful behavior.
 No feedback allows people to figure
out how to be successful on their
own.
 Natural feedback sometimes
overpowers human feedback.


Values Based Safety Process Video

 Five main points
1. ?
2. ?
3. ?
4. ?
5. ?


What’s The Difference?

 How is Behavioral Safety different
from current safety management?
 List five differences
1. ?
2. ?
3. ?
4. ?
5. ?


What is Behavioral Safety?

 Feedback – the Heart and Soul of the
process
 Trained people watch someone working
and provide positive or frequent feedback
on safe practices from a checklist of
pinpointed safety practices.
 They discuss any concerns and
opportunities to improve safety.
 They take any possible immediate action
to 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


Does It Work?

11 Behavioral
12
Safety Process
10

8
6
6 5
4 4
4

2
0
0
Year Before Year After
Lost Time Injuries Medical Aid Injuries Vehicle Injuries


Does It Work?

2.5

Values-Based Safety
Lost Time Incident Rate
2
No. per 200,000 work hours

1.5

1

0.5

0
1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003


Does It Work?

35

30

25

20

15 TRR
LTIR
10

5

0
1 2 3 4 5 6 7 8
Year

Multiple Effects

Feedback to
“Observer Effect” Observee

25%
50%
25%

Action Plans by
Safety Committee

Power of Positive Reinforcement

1000000
100000
10000
Discretionary Performance
1000
100
10 “Have-To” Performance
1
1 2 3 4 5 6 7


Module Four: Values in Action


Creating Culture

Mission & Goals

Technology Values

Change Behavior

Achieve Results


Creating Safety Culture

Reduce Injuries
Observation, Respect, Integrity,
Feedback, Accountability,
Remove barriers Initiative

Change Safety and Interpersonal
Behaviors

Achieve Results –
The right way


Project Structure

Design Phase Implementation
Leadership Staff ManagementStaff
Leadership Committee

Safety Staff Safety Staff

Design Team Steering Committee

Area Teams


Project Steps

Assessment Educate Design Team
& Orientation Design Team designs Validate
process

Roll Out Follow Up
• Train area teams with Area Evaluate
• Train area leadership Teams
• Train employees

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


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, not
CAVE people.
 Change systems that conflict with safe
practices.
 Initial focus on process & outcome
measures rather than results.
 True employee empowerment – skills,
resources, & follow through.
 Leaders held accountable for their support
of the process.


YES NO Values in Action

 Behavioral Safety changes only the
culture, not the injury rate.
 The main reason Behavioral Safety
reduces injuries is because we find
more mistakes with more
observations.
 Behavioral Safety may result in
significant changes in our hiring,
training, promoting, and purchasing
systems.


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 is
safe or if you have a concern.
 If you check Concern, describe what you
saw.
 Check the 2–3 most important safe items &
1 concern (if any) on which you plan to give
feedback.
 Provide immediate positive feedback and
discuss one concerns.


Area Teams

 Who will be on the area teams?

 How will they analyze the data?

 How will they communicate with
employees?
 How will they work with leadership to
change systems that affect safety?
 How will they make improvements to
the 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


Impact of Leader Participation

1998 14 Locations
% Employee Participation

70
60
50
40
30
20
10
0
80% - 100% 40% – 60% 0 – 20%
Level of First Line Supervisor Participation
43% Correlation


Impact of Leader Participation

1999 10 Locations
80
% Employee Participation

70
60
50
40
30
20
10
0
>80% 60-70% <40%
Level of First and Second Line Participation
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 steps  Six guidelines
1. ? 1. ?
2. ? 2. ?
3. ? 3. ?
4. ? 4. ?
5. ?
6. ?


Basic Feedback Model

 Describe the action or result, not the
person
 “I notice you have positioned your
monitor so that your eyes are level with
the 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 POSITIVE
feedback based on your first
observation
 Use Feedback Worksheet

 Rotate roles


Suggestions

 Talk with individual – maybe later

 Discuss in area safety meeting

 Consult with resources

 Primary rule: Don’t argue!


YES NO Feedback

 The purpose of observations is to
catch people working safely.
 Completely review the checklist with
the person.
 Make sure they don’t say anything.

 Make sure they don’t see the
checklist.
 Emphasize your concerns.


Behavioral Safety Process

 Employees observe & discuss
significant practices
 Safety Committee analyzes data &
recommends action
 Leaders respond to recommendations
and take action
 Safety Committee recognizes
individuals for support & celebrates
meeting 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


YES NO Workshop Evaluation

 I never thought Behavioral Safety
would be this complicated.
 I am enthusiastic & excited about this
new approach.
 I am totally confused.

 I think this process could really make
a difference at my company.


Introduction to Behavioral Safety

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