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Introduction to Behavioral Safety
- 1. 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
- 3. 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?
Copyright Quality Safety Edge © 2006 3
- 4. 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?
Copyright Quality Safety Edge © 2006 4
- 5. 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
Copyright Quality Safety Edge © 2006 5
- 6. Ground Rules
What ground rules would you like to
have?
Copyright Quality Safety Edge © 2006 6
- 8. 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!
Copyright Quality Safety Edge © 2006 8
- 9. Safety Improvements
Equipment &
Safety Management
Work
System
Environment
Identify, Policies & Procedures
Assess, and Training & Reminders
Control Hazards Incentives & Discipline
Copyright Quality Safety Edge © 2006 9
- 10. 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
Copyright Quality Safety Edge © 2006 10
- 11. Safety Triangle
Let’s create our own safety triangle
Copyright Quality Safety Edge © 2006 11
- 12. 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.
Copyright Quality Safety Edge © 2006 12
- 13. Our Clients
Behavior 76%
Conditions & Behavior 20%
Conditions 4%
Copyright Quality Safety Edge © 2006 13
- 14. Behavior + Conditions
Condition
Behavior
Serious Injuries
Worn carpet
Reading documents
Lots of furniture
Trip on carpet, fall
over chair, twist
ankle
Copyright Quality Safety Edge © 2006 14
- 16. 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.
Copyright Quality Safety Edge © 2006 16
- 17. 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!
Copyright Quality Safety Edge © 2006 17
- 18. 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
Copyright Quality Safety Edge © 2006 18
- 19. Your Programs
Do all of your programs fall into
one of these categories?
Copyright Quality Safety Edge © 2006 19
- 20. 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?
Copyright Quality Safety Edge © 2006 20
- 21. 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
Copyright Quality Safety Edge © 2006 21
- 22. 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
Copyright Quality Safety Edge © 2006 22
- 23. 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
Copyright Quality Safety Edge © 2006 23
- 24. 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
Copyright Quality Safety Edge © 2006 24
- 26. Feedback
Penny Toss
Three main points
1. ?
2. ?
3. ?
Copyright Quality Safety Edge © 2006 26
- 27. 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.
Copyright Quality Safety Edge © 2006 27
- 28. Values Based Safety Process Video
Five main points
1. ?
2. ?
3. ?
4. ?
5. ?
Copyright Quality Safety Edge © 2006 28
- 29. What’s The Difference?
How is Behavioral Safety different
from current safety management?
List five differences
1. ?
2. ?
3. ?
4. ?
5. ?
Copyright Quality Safety Edge © 2006 29
- 30. 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.
Copyright Quality Safety Edge © 2006 30
- 31. Key Features
Anonymous
Voluntary
Immediate feedback
Positive focus
Short and simple
Discipline-free
Copyright Quality Safety Edge © 2006 31
- 32. 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
Copyright Quality Safety Edge © 2006 32
- 33. 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
Copyright Quality Safety Edge © 2006 33
- 34. 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
Copyright Quality Safety Edge © 2006 34
- 35. Does It Work?
35
30
25
20
15 TRR
LTIR
10
5
0
1 2 3 4 5 6 7 8
Year
Copyright Quality Safety Edge © 2006 35
- 36. Multiple Effects
Feedback to
“Observer Effect” Observee
25%
50%
25%
Action Plans by
Safety Committee
Copyright Quality Safety Edge © 2006 36
- 37. Power of Positive Reinforcement
1000000
100000
10000
Discretionary Performance
1000
100
10 “Have-To” Performance
1
1 2 3 4 5 6 7
Copyright Quality Safety Edge © 2006 37
- 39. Creating Culture
Mission & Goals
Technology Values
Change Behavior
Achieve Results
Copyright Quality Safety Edge © 2006 39
- 40. Creating Safety Culture
Reduce Injuries
Observation, Respect, Integrity,
Feedback, Accountability,
Remove barriers Initiative
Change Safety and Interpersonal
Behaviors
Achieve Results –
The right way
Copyright Quality Safety Edge © 2006 40
- 41. Project Structure
Design Phase Implementation
Leadership Staff ManagementStaff
Leadership Committee
Safety Staff Safety Staff
Design Team Steering Committee
Area Teams
Copyright Quality Safety Edge © 2006 41
- 42. 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
Copyright Quality Safety Edge © 2006 42
- 43. Possible Integration Areas
Reward & incentive systems
Performance review
Data management
Safety Committees
Orientation of new hires
Ongoing training
Copyright Quality Safety Edge © 2006 43
- 44. 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.
Copyright Quality Safety Edge © 2006 44
- 45. 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.
Copyright Quality Safety Edge © 2006 45
- 47. 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?
Copyright Quality Safety Edge © 2006 47
- 48. 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.
Copyright Quality Safety Edge © 2006 48
- 49. 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?
Copyright Quality Safety Edge © 2006 49
- 50. 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
Copyright Quality Safety Edge © 2006 50
- 51. 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
Copyright Quality Safety Edge © 2006 51
- 52. 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
Copyright Quality Safety Edge © 2006 52
- 55. Observation Checklists
Target significant practices
Analysis of incidents
Simple & short
Practices are pinpointed
Observable
Objective
Specific
Active
Copyright Quality Safety Edge © 2006 55
- 56. Video
Giving Feedback
Four steps Six guidelines
1. ? 1. ?
2. ? 2. ?
3. ? 3. ?
4. ? 4. ?
5. ?
6. ?
Copyright Quality Safety Edge © 2006 56
- 57. 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
Copyright Quality Safety Edge © 2006 57
- 58. Positive Feedback
Role play providing POSITIVE
feedback based on your first
observation
Use Feedback Worksheet
Rotate roles
Copyright Quality Safety Edge © 2006 58
- 59. Suggestions
Talk with individual – maybe later
Discuss in area safety meeting
Consult with resources
Primary rule: Don’t argue!
Copyright Quality Safety Edge © 2006 59
- 60. 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.
Copyright Quality Safety Edge © 2006 60
- 61. 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
Copyright Quality Safety Edge © 2006 61
- 62. 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
Copyright Quality Safety Edge © 2006 62
- 63. 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.
Copyright Quality Safety Edge © 2006 63