Behaviour Based Safety: by Manoj G, Jwm/Ofilaj

 

Behaviour Based Safety

1/OFI Manojj G, JJWM By Mano WM/O FILA LAJJ

 

Session Objectives After completion of this session, my participants will be able to; 1. Define the term   “Beha Behavi viou ourr Ba Bas sed Sa Safe fetty” 2. Name 3 elements of the safety triad. 3. Suggest different ways to get emplo employe yee e inv invol olvem vemen entt in SAFETY at workplace. reac acti tive ve & pr proa oact ctiv ive e ap appr proa oach ch.. 4. Explain the difference between re 5. Explain how consequences influence behaviour. 6. Explain   “hazard”. 7. Tell the symptoms an and d sign gns s of an ailing organiz iza ation.

 

Behaviour-based safety (BBS) •

•

Behavior-based safety (BBS) is the "application of science of behavior change to real world safety problems". BBS "focuses on what people do, analyzes why they do it, and then applies a research-supported intervention

strategy to improve what people do". •  At its very core core BBS is based based on a larger s scientific cientific field called organizational behavior management management..

 

What is Behaviour Based Safety •

Human behavior causes most accidents

•  –

Comfort

•  – •  –

Saving Time Convenience

•  –

Lack of understanding and training

•  –

Complacency

•  –

Wrong Safety focus

•  –

Celebrating production over safety

 

Three elements of the safety triad • Person  – knowledge, skills, abilities, intelligence, motives, personality, attitudes, and values • Environment  – equipment, tools, machines, housekeeping,, heat/cold, engineering, materials, safety housekeeping rules, standards, operating procedures • Behavior  – complying complying,, coaching, recognizing, communicating, communicatin g, actively caring

 

Attitudes • It wo won’t n’t ha happ ppen en to me me!!

• I’ve I’ve been doing doing this this job job fo forr 15 y year ears s… • I’m CAREFUL! • I don’t don’t want want to get get (someo (someone) ne) iin n troubl trouble! e!

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ATTITUDE MY ATTITUD ATTITUDE E AFFECTS

AFFECTS

MY BEHAVIOR

 YOUR BEHA BEHAVIOR VIOR

AFFECTS

AFFECTS  YOUR ATTITUDE PPT-098-01

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Human Behavior  Common to all accidents

Not limited to person involved in accident

involved in accident  

Human Factors •

Omissions & Commissions

•

Deviations from SOP  –

Lacking Authority  – Short Cuts  – Remove guards

 

Human Behavior is a function of : Activators (what needs to be done)

Competencies (how it needs to be done)

Consequences (what

happens if it is/isn’t done) done)

 

Only 4 Types of Consequences: •Positive

Reinforcement (R+)

("Do this & you'll be rewarded")

•Negative

Behavior 

Reinforcement (R-)

("Do (" 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")

 

Consequences Influence Behaviors Based Upon Indi Individu vidual al Perce Perception ptions s of: of: •

 S i g ni nifi ficc anc nce e

 

 Mag nitude  Magni tude Impact

Timing - immediate or future

Consistency - certain or uncertain

positive or  negative

 

Human Behavior  •

Behaviors that have consequences that are:

• •

Soon Certain

•

Positive

Have a stronger effect on people’s behavior 

 

Some examples of Consequences:

 

Why is one sign often ignored, the other one often followed?

 

Human Behavior  • •

Soon A consequence consequence that that follows soon after a behavior behavior has

•

a stronger influence than consequences that occur later  Silence is considered to be consent

•

Failure to correct unsafe behavior influences employees to continue the behavior 

 

Human Behavior  • •

Certain A consequence consequence that that is certain certain to follow a behavior behavior

•

has more influence than an uncertain or unpredictable consequence Corrective Action must be:  –

Prompt Consistent  – Persistent  –

 

Human Behavior  •

Positive

•

A positive consequence influences behavior more powerfully than a negative consequence

•

Penalties and Punishment don’t work

•

Speeding Ticket Analogy

 

Human Behavior  •

Example: Smoke Example: Smokers rs find find it hard to stop stop smokin smoking g because because the the consequences are: A) Soon (immediate) B) Certain (they happen every time) C) Positive (a nicotine high)

The other consequences are: A) Late (years later) B) Uncertain (not all smokers get lung cancer) C) Negative (lung cancer) cancer)

 

Deviations from SOP •

No Safe Procedure

•

Employee Didn’t know Safe Procedure

•

Employee knew, did not follow Safe Procedure

•

Procedure encouraged risk-taking

•

Employee changed approved procedure

 

Human Behavior  •

Thought Question: What would you do as a worker if you had to take 1015 minutes to don the correct P.P.E. to enter an area to turn off a control valve which took 10 seconds?

 

Human Behavior  •

Punishment or threatening workers is a behavioral method used by some Safety Management programs

•

•

Punishment only works if:  –

It is immediate

 –

Occurs every time there is an unsafe behavior 

This is very hard to do

 

Human Behavior  •

The soon, certain, positive reinforcement from unsafe behavior outweighs the uncertain, late, negative reinforcement from inconsistent punishment

•

People tend to respond more positively to praise and social approval than any other factors

 

Employee Buy-In

Employee Involvement -   How?  How do you get employees involved in the safety and health process at your workplace? Key question:

What is keeping employee employees s from participating participating in the safety and health process? PPT-098-01

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Potential Ways to get Employee Involvement • Recognition for Achieving Goals (individual and/or facility) • Safety Events • Discussion of and feedback on safety issues • Questionnaires/Suggestion Boxes • Build s safety afety into y your our fac facility ility’s communicatio ications ns PP’s T-09commun 8-01

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Safety Excellence

Beyond Compliance… Achieving Safety Excellence

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Safety Excellence What is “Safety Excellence”?

• Safety means prevention of injury or loss • Excellence means superiority

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Safety Excellence

Why Move to Safety Excellence? •

Nearly 48,000 workers die annually in our country due to occupational accidents, of which the construction sector sector contributes 24.20 per cent of the fatalities.

•

The British Safety Council is a not-for-profit workplace health, safety and environmental management organization, noted that the workplace w orkplace deaths in India is 20 times higher than in Britain.

•

It observed that as many as 38 fatal accidents take place every day in the construction sector in India, while there were only 137 fatal incidents in all sectors in 2016 in Britain. PPT-098-01

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Compliance Why

not be satisfied with compliance?

Won’t

What

it get the job done? more do we need? PPT-098-01

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Compliance There are still too many incidents in the workplace costing too many lives. The traditional compliance-based approach doesn’t seem to be doing the job. j ob. WHY NOT????? PPT-098-01

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Culture Culture determines behavior, both social and organizational.

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It is the Culture

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It is the Culture

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It is the Culture

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It is the Culture

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It is the Culture

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It is the Culture

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It is the Culture

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Employee Perception Survey Noticeanswer to Participants: Participants : This iscircling a confidential survey. survey . Please do not puta your nof ame on5.the form. Please each question byis the most accurate answer using scalename 1 to

1

Unsa Unsafe fe cond condit itio ions ns ar are e correc correcte ted d im immed media iatel tely y

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When When I see see a ha haza zard rd I co corr rrec ectt itit or re repo port rt itit to a supervisor  Mana Manage gemen mentt me meas asur ures es the the s safe afety ty eff effort orts s of  of  supervisors Su Supe perv rvis isors ors a act ctiv ivel ely y loo look k for s safe afety ty haz hazar ards ds Su Supe perv rvis isors ors ffac ace e co cons nseq eque uenc nces es fo forr poor poor sa safet fety y performances Mana Manage gemen mentt reco recogn gniz izes es a and nd rew rewar ards ds g goo ood d safety efforts My sup super ervi viso sorr lets lets me k kno now w ifif I am am w wor orki king ng safely Su Supe perv rvis isors ors rreg egul ular arly ly ob obse serv rve e emplo employe yees es to make sure they are working safely I recei receive ve posi positi tive ve fe feed edba back ck fr from om m my y supe superv rvis isor  or  for working safely I recei receive ve adeq adequate uate trainin training g ab about out how to do do my  job safely

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Employ Employees ees are free to b brin ring g up safe safety ty c conc oncern erns s without worry for their job

Never or Rarel y 1

Seldom

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Al ways or Almost Always 5

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I regu regular larly ly hea hearr abou aboutt the the iimpo mportan rtance ce of safe safety ty from managers

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Reactive vs. Proactive

The difference between being Reactive vs. Proactive

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Reactive vs. Proactive • Safety is a separate  “add--on” program  “add

• Safety is integrated into all operations

• Safety committee members are policemen

• Safety committee members are resources & advisors

• Safety generally viewed as negative by employees

• Safety viewed as positive

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Reactive vs. Proactive • Accidents are believed to be caused by careless employees & are unavoidable • Focus on OSHA compliance • Safety is dictated down to employees

• Accidents are seen as defects in the system & can be prevented by fixing the system • Focus on continuous improvement • Employees are empowered & involve involved d

in the process

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What Ails Us? Symptoms

Signs

• Coughing

• Elevated temperature

• Pale Skin • Constricted pupils

• High/low blood sugar

• Pain

• Rapid pulse

• Deformity

• Shallow respiration

• Nausea/vomiting

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What Ails An Organization Symptoms • Uncorrected hazards

Signs

• Low employee

• High frequency rates

involvement • Fear

• Low safety audit scores

• Lack of feedback

• Increased cost per employee work-hour

• Poor safety practices • Near-misses • Leaders not walking the talk

• High incident rates

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First Things First You have to know where you are before you can plot a course for improvement

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Where are You? Culture No longer a program, it’s a culture Safety is an integral part of operation Leadership & Employee involvement Accountability Safety Goals Established Safety Activities Measured

Low Risk

Shift Management View of Safety Management Commitment Management Support Safety Inspections Accident Investigations Incentive Programs Recognition Written Safety & Health Program Training Safety Responsibilities Assigned Awareness Safety Handouts Warning Signs

High Risk

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3 Steps to a REAL Safety Culture

• To get there you must take AIM  Assess

your current culture

 Implement

 Maintain

changes

the culture change

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Hazard Assessment • Employers must assess the workplace to determine if hazards requiring PPE use are present or likely to be present. • If hazards requiring PPE are found or are likely, employers must: - Select and have affected affected employees employees use app appropriate ropriate PPE, - Inform affected employees as to which PPE was selected, - Select PPE that properly properly fits each affected affected employ employee. ee.

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Housekeeping

•

Workplaces must be kept clean, orderly and sanitary.

•

Workroom floors must be maintained as clean and dry as possible.

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Housekeeping Tips 

Immediately clean up anything on the floor that creates a slip hazard: water, grease, paper,

dust or other debris.  Keep walkways clear of boxes and other obstruction obstructions. s. 



Close not cabinets used for storage when in use. Never block fire exits or fire equipment.

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Housekeeping Tips 

Make sure stacked materials do not impede vision.



Don’t store items in or on

electrical panels or control boxes. 

Pick up and store tools in their proper location immediately after use.



Keep ventilation systems clear of dust and debris and stored

materials.  

Housekeeping Tips



Make sure containers for waste and debris are conveniently conveniently located.



Remove combustible waste often to minimize the fire hazard.



Set a good example for other employees by maintaining good housekeeping in your work area.

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Personal Factor Warning Signs

• Death of spouse

• Son/daughter leaves home

• Marital separation • Personal injury/illness • Change in financial state • Change in work • Foreclosure of loan

• Change in work hours • Change in social activity • Poor overall morale • Fatigue • Drinking/drugs

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Session

bjectives

Now the session is over, my participants are able to; 1. De Defi fine ne th the e te term rm  “Beha vio our Bas ased ed Sa Safe fetty” Behavi 2. Name  3 elements of the safety triad. 3. Su Sugg gges estt di diff ffer eren entt way wayss to get get   employee involvement  involvement   in   SAFETY at workplace. 4. 5. 6. 7.

Exp Explai lain n th the ewd dif ifffer erenc ence eb betw etween een reactive approach.  reactive & proactive approach.  consequences influence  influence behavior.  behavior. Ex Expl plai ain n ho how  consequences Ex Expl plai ain n  “hazard”. Tel elll th the e  symptoms and signs of an ailing organization