06 Behavior Slides

Behavior Based SafetyGary PeacockSafety ConsultantOhio BWC

ObjectivesThe benefits of behavior-based systems.The basic principles of how to motivate safe behavior.A companys readiness for behavior-based safety.Compare and contrast the different behavior-based systems on the market today.

Why Safety Programs Do Not Work:

Safety is a priority, not a value!Safety is not managed in the same manner as production, quality, and cost issues!Safety is not driven through continuous improvement!

Fallacies or Realities in Safety Fables?Conditions cause accidents!Enforcing rules improves safety!Safety professionals can keep workers safe!Low accident rates indicate safety programs are working well!Investigating to find the root cause of accidents will improve safety!Awareness training improves safety!Rewards improve safety!

Core Elements in Successful Safety ProgramsA culture that says safety is important around here!A tight accountability system!

An excellent tool for collecting data on the quality of a companys safety management systemA scientific way to understand why people behave the way they do when it comes to safetyProperly applied, an effective next step towards creating a truly pro-active safety culture where loss prevention is a core valueConceptually easy to understand but often hard to implement and sustainBehavior Based Safety: What Is It?

Only about observation and feedbackConcerned only about the behaviors of line employeesA substitution for traditional risk management techniquesAbout cheating & manipulating people & aversive controlA focus on incident rates without a focus on behaviorA process that does not need employee involvementBehavior Based Safety: What It Is Not!

Obstacles To Success:Poorly Maintained FacilitiesTop-down Management PracticesPoor Planning/ExecutionInadequate Training

Keys to Success: Meaningful Employee EmpowermentDesigning a Well Planned and Supported BBS ProcessManaging BBS Process with Integrity

Turn & TalkWhat kinds of injuries and accidents are common at your workplace?

What percentage of these accidents are a result of:Unsafe conditions, OSHA violations, dangerous equipment? _____%Unsafe actions, at-risk behaviors, poor decisions? _____%

What percentage of these accidents are a result of:Unsafe conditions, OSHA violations, dangerous equipment? 6%Unsafe actions, at-risk behaviors, poor decisions? 94%

Therefore, compliance is necessary but not sufficient for great safety.

Safety is about people, and behavior is the challenge.

Traditional SafetyFewer AccidentsSafety TrainingPoliciesSlogansSafety MeetingsContests & AwardsCommittees & CouncilsReprimandsRegulations

Behavior Based SafetyFewer at-risk Behaviors

What Behavior-based is...Safe People vs Safe PlacesInjuries EqualManagement ErrorsBehavior ManagementMeasure Behaviorsvs ResultsObservation & FeedbackPositive Reinforcement

Organizational Performance ModelGreat PerformanceSystemsBehaviorsClimate

SystemsAccountability

Communication

Decision Making

MeasurementOrientation Training

Employment

Auditing

BehaviorsHonesty and Integrity Ask for help without taking responsibility Recognition Observation and feedback Trust Listen with empathy

Climate VariablesConfidence/trustInterest in peopleUnderstanding problemsTraining/helpingTeaching to solve problemsMuch informationApproachabilityRecognition- Rensis Likert

Turn & TalkWhat is the primary purpose of a supervisor?What is the most effective way to motivate people?

Activators (what needs to be done) Competencies (how it needs to be done) Consequences (what happens if it is done) Human Behavior is a function of :

Human behavior is both: Observable

Measurable thereforeBehavior can be managed !

Attitudes

Are inside a persons head -therefore they are not observable or measurable Attitudes can be changed by changing behaviors

however

ABC ModelAntecedents (trigger behavior)

Behavior (human performance)

Consequences (either reinforce or punish behavior)

Definitions: Activators: A person, place, thing or event that happens before a behavior takes place that encourages you to perform that behavior. Activators only set the stage for behavior or performance - they dont control it.

Some examples of activators

Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.

Definitions:

Some examples of behavior:

Definitions:

Consequences: Events that follow behaviors.Consequences increase or decrease the probability that the behaviors will occur again in the future.Oh please let it be Bob!If you dont send in that payment well take you to court

Behavioral ModelB = f (c)AntecedentsBehaviorsConsequences

Some example of Consequences:

Consequences - How would you view them?SunbathingAggressive Drivers

Only 4 Types of Consequences:

Positive Reinforcement (R+)("Do this & you'll be rewarded") Negative Reinforcement (R-)("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")Behavior

Consequences Influence Behaviors Based Upon Individual Perceptions of:Timing - immediate or future

Consistency - certain or uncertain Significance - positive or negative

{Magnitude - large or smallImpact - personal or other

Consequences need to be ...Soon vs DelayedCertain vsUncertainPositive vs NegativePersonalvsOrganizational

Both Positive (R+) & Negative (R-) Reinforcement Can Increase Behavior

R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future - You get something you want

R- : a consequence that strengthens any behavior that reduces or terminates the behavior - You escape or avoid something you dont want

Good safety suggestion Joe! Keep bringing em up!R+R-One more report like this and youre outa here!!

Performance

TimeR+The effects of positive reinforcement

Performance

TimePThe effects of punishment

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

To create conditions that encourage people to collaborate because they want to

not because they have toLets do it!!The Behavior Based Safety Challenge:

AbilityPerformanceMotivationMotivation Model

AbilityPerformanceMotivationSelection -Can they do itTraining -Do they knowhowMotivation Model

AbilityPerformanceMotivationJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation Model

AbilityThe Job Itself -Any fun, challengePerformanceMotivationJob Motivational Factors Achievement, Promotion, Recognition, ResponsibilityJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation Model

AbilityThe Job Itself -Any fun, challengePerformanceMotivationUnion -Norms,PressuresPeer Groups -Norms, PressuresJob Motivational Factors Achievement, Promotion, Recognition, ResponsibilityJob Climate -Boss & Peer relationships, Work environmentSelection -Can they do itTraining -Do they knowhowMotivation Model

Accident CausationDOTS Model

Logical decision in his/her situationWorkstatn designIncompble displays/ Controls or job designCapacity with Load in a StateDecision to errTrapsOverload ormismatchHuman ErrorAcc or incidtInjury or lossSystems FailureCausation ModelDOTSPerceived lowprobability

Peer pressureMeasures of the bossPerceived priorities of mgt

Of the incident occurring

Of a loss resultingLogical decision in his/her situationPerceived low probabilityDecision to ErrSCausation ModelDOTS

Natural endowmentPhysical capabilityKnowledge skillDrugs / alcoholInformation processingEnvironmentWorry / stress FatigueLCUsCapacity

with

Load

in a

StateOverloador aMismatchCausation ModelDOTS

Size, force, feel, repetitionreachStereotypes, Human capabilities, Expectations,InconsistenciesWorkstation orJob designIncompatible displays or controlsTrapsCausation ModelDOTS

Lack of Policy / Guidelines / PracticesPoorly defined responsibilityNo authority to actLittle accountability or measurementNo analysis of incidentsNo orientation of new / transferred staffLack of clear SOPs / StandardsSystems CausesCausation ModelDOTS

TrapsOverload ormismatchHuman ErrorAcc or incidtInjury or lossSystems FailureDecision to ErrCausation ModelDOTS

BenefitsofBehavior-based Approaches

Average Reduction of Injury FrequencyImplementation of BBSAfter 1 year34%After 2 years44%After 3 years61%After 4 years71%

Safety Intervention Strategies(By NSC)Approach # of Studies # of Subjects Reduction %

Behavior Based 72,444 59.6%Ergonomics 3n/a 51.6% Engineering Change 4n/a 29.0% Problem Solving 176 20.0% Govt Action 22 18.3% Mgt. Audits 4n/a 17.0%Stress Management 21,300 15.0%Poster Campaign 26,100 14.0% Personnel Selection 26 19,177 3.7% Near-miss Reports 2n/a 0%

Why Implement BBS?Safety is about people.Compliance is not sufficient.Consequences drive behavior.MotivatingPerformance Feedback

Why Implement BBS?Truly proactiveBroad awarenessDeep InvolvementProven effectiveTranscends workplace safety

Three Essential QuestionsWhat behaviors are being observed?Why are those behaviors present?Now What will be done to correct the system deficiencies?

BBS FeaturesStrengths / WeaknessesPeer to peer observationSupervisory observationBehavior auditSnapshotSoftware supportCustomized behavior inventoriesGeneral behavior inventoriesEmphasis on skilled coaching and feedback

Roles and ResponsibilitiesWorkersObservers / SupervisorsSafety StaffManagersSafety Involvement Team

Are You ReadyforBehavior-Based Safety?

Safety Culture Wheel

Rate Each Statement on a Scale from 0 to 30= Weakness1=Some aspects covered2=Could be improved3=Strength

LeadershipLeadership commitment to safety is active, visible, and livelyA clear and inspiring vision has been established for safe performanceSafety is viewed and treated as a line management responsibilitySafety is clearly perceived as an organizational value on the same level with productivity and quality

Systems & ProcessesSupervisors and workers partner to find and correct systems causes of incidentsCommunication systems are abundant, effective and flow well in all directionsTraining systems deliberately and systematically create competency for the right people at the right timeSafe operating procedures and policies are clearly defined and communicated

InvolvementWorkers are skilled at problem solving and decision makingLabor and management work together to address safety systems issuesTeam orientation achieves involvement and cooperationInnovation, participation and suggestions are encouraged at all levels

Organizational StyleTrust and openness are the normPositive reinforcement is used regularlyBureaucratic obstacles are removedThere is formal and informal recognition for great performance at all levels

Measurement and AccountabilityAll levels of the organization have safety goals and process responsibilities clearly definedThe process of achieving results is a key safety measurePerformance reviews include accountability for safe performance at all levelsSupervision is accountable to perform safety observations and feedback

How Do You Deal with Safety?Leaderculture that strongly values & supports EHScontinuous improvement Followercompliance mindedview safety as a legal responsibility with little or no value Gamblerlack knowledge, resources, will to even achieve compliancemanage safety with eyes closed and fingers crossed

How Is Your Organization Managed?Safety must be in harmony with the way the organization is managedDo we want production and safety?Do we want production with safety?Do we want safe production?Goal: Efficient production which maximizes profit Integrated or artificially introduced program?How we do business - a state of mind that must become an integral part of each and every procedure in the company

Behavior Based SafetyThree major sub-systems to deal with:The physical, the managerial, the behavioral Identifying critical at-risk behaviors and the systems that support them At-Risk Behaviornormal human behaviorpeople reacting to their environment Deal with the causes of the at-risk behavior, not the behaviorchange the environment that leads to the at-risk behavior

There is no one right way to achieve safe production in an organization. For a safety system to be effective it must fit the organizations culture and it must:Force supervisory performanceInvolve middle managementHave top mgt. visibly showing their commitmentHave employee participationBe flexibleBe perceived as positive Dan Petersen

Are You Ready?LEADERSHIPOrganization needs to be fundamentally prepared for itSuccess = taking on and resolving central organizational issues Major change initiative for most companiesChangenot easyoften resisted w/ vigor and ingenuityfailed change efforts create skepticism, cynicism and apathy Whether in production, quality, or safety the ultimate responsibility rests with leadership.

Are You Ready?SYSTEMS Basic systems must be in place:Safety - AI, hazard recognition, recordkeeping, etcManagement - decision-making, inventory, budgeting, etcFacilities/Equipment - design, maintenance, etc If BBS is not integrated as a system it is likely to burn-out

Are You Ready?INVOLVEMENT Engaging and sustaining employee involvement is the driving mechanism

When employee involvement is not adequately engaged, BBS becomes just another program Management involvement is crucialoften subvert implementation by not understanding BBS principles

Are You Ready?ORGANIZATIONAL STYLE Must be functioning at a high level of effectiveness or be willing to address obstacles to high level functioning Effective organizational functioning includes:CommunicationTrust and credibility between management and workersRespectVision

Are You Ready?MEASUREMENT & ACCOUNTABILITY What gets measured gets done Clearly defined roles and responsibilities at every levelAccountability v Responsibility Performance v Results Safety Director - a lot of responsibility, very little authorityNot everyone is responsible for safety until they are held accountable

AssessmentProcess

People?

Time?

Facilities?

Outcome?

Perception Survey

100 yes/no opinion oriented questions

Pencil & paper survey

Anonymous responses

All

Maximize size of group

30 min

Lunch room

Auditorium

Percent positive response in 21 safety related categories

By location by level

Structured Interviews

Facilitated group discussion

2 safety process questions

Confidential

Focus groups of 10-12 people (25% of pop.)

Representing the whole organization

Segregate mgmt & labor

75 min per group

Private conference area with ample room and table to write

Ranked list of improvement recommendations

Deliverable

SampleSurvey

The Ohio Division of Safety & Hygiene

PERCEPTION SURVEY

PART 1

A. Enter your work location:

B. Enter your shift: _____________

(Example: production, office, etc.)

___________________________

C. Circle your job function:

D. Enter years with company: ____

Line worker, supervisor, or manager

___________________________

PART 2

Y N

1. Do you feel you received adequate job training?

Y N

2. Do supervisors discuss

accidents and injuries with employees involved?

Y N

3. Is discipline usually assessed when operating procedures are violated?

Y N

4. Would a safety incentive program cause you to work more safely?

Y N

5. Do you perceive the major cause of accidents to be unsafe conditions?

Y N

6. Does your company actively encourage employees to work safely?

Y N

7. Is safety considered important by management?

Y N

8. Are supervisors more concerned about their safety record than about accident prevention?

Y N

9. Do you think penalties should be assessed for safety and health violations?

Y N

10. Have you used the safety involvement teams to get action on a complaint or hazard which concerned you?

Y N

11. Is high hazard equipment inspected more thoroughly than other equipment?

Y N

12. Is the amount of safety training given to supervisors adequate?

Y N

13. Have you been asked to perform any operations which you felt were unsafe?

Y N

14. Are records kept of potential hazards found during violations?

Y N

15. Are employees influenced by your companys efforts to promote safety?

Y N

16. Are employees provided information on such things as cost, frequency, type and cause of accidents?

Y N

17. Does your company deal effectively with problems caused by alcohol or drug abuse?

Y N

18. Are unscheduled inspections of operations made?

Y N

19. Is off-the-job safety a part of your companys safety program?

Y N

20. Does management insist upon proper medical attention for injured employees?

Y N

21. Are safe operating procedures regularly reviewed with employees?

Y N

22. Are you interested in how your companys safety record compares with other companies in your industry?

Y N

23. Does your company hire employees who do not have the physical ability to safely perform assigned duties?

Y N

24. Do your co-workers support the companys safety program?

Y N

25. Do supervisors pay adequate attention to safety matters?

Y N

26. Is safe work behavior recognized by supervisors?

Y N

27. Do employees participate in the development of safe work practices?

Survey Results

Sheet: ALL

Sheet: Engineering

Sheet: CLERICAL

Sheet: Line_Mech

Sheet: Meter_Elec

Sheet: Substation_Relay

Sheet: Marketing

Sheet: MeterRdg

Sheet: Stores

Sheet: InstrOper

Sheet: Sheet11

Sheet: Sheet12

Sheet: Sheet13

Sheet: Sheet14

Sheet: Sheet15

Sheet: Sheet16

ALL

Manager

Supervisor

Employee

Accident Investigation

Quality of Supervision

Alcohol/Drug Abuse

Attitude Toward Safety

Communication

New Employees

Goals for Safety Performance

Hazard Correction

Inspections

Involvement of Employees

Awareness Programs

Recognition for Performance

Discipline

Safety Concerns

Operating Procedures

Supervisor Training

Support for Safety

Employee Training

Safety Climate

Management Credibility

Stress

ENGINEERING

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

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0.0

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0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

CLERICAL_ET_AL

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

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0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

0.0

LINE MECHANIC

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

0.0

0.0

0.0

0.0

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0.0

0.0

0.0

METER_ELECTRICIAN

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

0.0

0.0

0.0

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SUBSTATION/RELAY

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress







Alcohol/Drug Abuse

Alcohol/Drug Abuse

Alcohol/Drug Abuse




Communication

Communication

Communication

New Employees

New Employees

New Employees




Hazard Correction

Hazard Correction

Hazard Correction

Inspections

Inspections

Inspections




Awareness Programs

Awareness Programs

Awareness Programs




Discipline

Discipline

Discipline

Safety Concerns

Safety Concerns

Safety Concerns




Supervisor Training

Supervisor Training

Supervisor Training

Support for Safety

Support for Safety

Support for Safety

Employee Training

Employee Training

Employee Training

Safety Climate

Safety Climate

Safety Climate




Stress

Stress

Stress

0.0

81.0

59.0

0.0

79.0

47.0

0.0

65.0

60.0

0.0

81.0

62.0

0.0

78.0

68.0

0.0

77.0

46.0

0.0

54.0

46.0

0.0

59.0

52.0

0.0

71.0

49.0

0.0

64.0

59.0

0.0

83.0

65.0

0.0

52.0

37.0

0.0

50.0

66.0

0.0

90.0

72.0

0.0

76.0

67.0

0.0

58.0

50.0

0.0

76.0

58.0

0.0

80.0

57.0

0.0

62.0

52.0

0.0

75.0

58.0

0.0

63.0

60.0

MARKETING

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

METER READING/CSI

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

0.0

0.0

0.0

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0.0

0.0

0.0

0.0

0.0

0.0

STORES

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

0.0

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0.0

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INSTRUMENT OPERATOR

Manager

Supervisor

Employee



Alcohol/Drug Abuse


Communication

New Employees


Hazard Correction

Inspections


Awareness Programs


Discipline

Safety Concerns


Supervisor Training

Support for Safety

Employee Training

Safety Climate


Stress

0.0

0.0

0.0

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Safety Observation ProcessStep 1: PLAN where and when to make observations and recall what to look forStep 2: OBSERVE worker behavior for safe and at-risk performanceStep 3: COACH for improved performance by positively reinforcing or redirectingStep 4: RECORD what was observed, why it occurred, and now what will be done

Step 1: PLANDetermine a time and place to observeReview the Observation Memory Jog-R (Tab 6)Review Feedback and Coaching Tips (Tab 7)

Step 2: OBSERVESnapshots of behaviorAllow no distractionsObserve people and surroundingsStop any at-risk behavior immediatelyStop observing after 30 seconds or at-risk behavior is observed, which ever comes first

Step 3: COACHProvide positive reinforcement (R+) if safeCoach by shaping behavior if at-riskIgnore what you sawDiscipline

Step 4: RECORDAnonymous, specific, timelySafe and At-Risk behaviors on Memory Jog-RWhat, Why, Now WhatTake Action

Observation Exercises

Continuous ImprovementData CompilationSafety Involvement TeamProblem solvingImplement solutionsSuccessful?

Ohio BWCBBS Software Demo

OBSERVATIONReactive BehaviorPersonal Protective EquipmentSpecific Job RisksTools and EquipmentSafe Work PracticesErgonomics

Reactive BehaviorAdjusting PPEChanging position / Turning awayStopping work / Attaching safe guardsRearranging job

Personal Protective EquipmentHead gearEye protection and face shieldingHearing protectionRespiratory protectionArm and hand coveringFoot and leg protection

Specific Job RisksStrike against or caughtLine of fireFall, slip hazardContact hot, chemical or electricInhale or swallow hazardous substance

Tools and EquipmentWrong for the jobUsed incorrectlyIn need of repair or maintenanceClutter & poor housekeeping

Safe Work PracticesNot definedNot known or understoodIgnored or done poorlyNot compatible with task

ErgonomicsForceful exertionsAwkward posturesHigh repetitionLong duration w/o rest

Coaching and Feedbackfor the skilled observer

Positive ReinforcementGive praiseExplain why this behavior is right and/or safeEncourage continued behavior

Shaping BehaviorCommunicate the behavior you sawCheck for understanding of the jobCoach for improved performanceContract for safe behavior

Coaching TipsUse I vs. You languageAppeal to others interests and goalsReflect feelings or emotions that go beyond the wordsSet limits to clarify expectationsTalk about the behavior, not the person

Coaching Tips ContinuedKeep calmDont personalize emotion of othersMove to problem solvingFocus on interests rather than positionFind common ground

In summary then, what is Behavior-Based Safety? It is

(discuss each of these bullet points)

Emphasize the last bullet point about being easy to understand but difficult to do. Aubrey Daniels has often said If you think performance management (or behavior-based safety) is easy, youre doing it all wrong!

What Behavior-Based Safety is not elaborate on each point9102212223Implementing change in organizations requires that management tap into the vast, underutilized talents of the people within the organization. In order to do that, management needs to understand the forces that drive human behavior.

The three forces are: activators, competencies, and consequences.

Activators precede behavior. If activators are effective then they get the right behaviors started.

Competencies are the skills and abilities that people possess now or will need to posses in order to perform the desired functions. Competencies are demonstrated on the job in the form of behaviors.

Consequences are the most powerful force. The consequences of a persons actions determine whether he or she will continue or increase the desired behavior or discontinue or decrease it.

The challenge is to use consequences in a strategic and honest way in order to create a win/win situation for everyone, not a win/win for some and a win/lose situation for others.Behavior, in its simplest definition, is anything that you see a person do. Typing at a computer terminal is behavior. Driving a car is behavior. Playing a piano is behavior. Taking out the trash is behavior. Brushing your teeth is behavior. If you can see it, you are seeing BEHAVIOR.

Because we can easily see most peoples behavior we can therefore count or measure behavior if we want to. If you are driving in a car with someone you can easily count how many times they went over the posted speed limit. You can count how many times they actually came to a complete stop for a stop sign. At work you can count how many people in a shop area are wearing safety glasses. You can count how many times a person performs a repetitious job in accordance with the recommended steps listed on a safe job procedure. You can count how many times forklift operators enter a semi-trailer without bothering to check if the trailer wheels are chocked or the trailer is restrained.

Because behavior is both observable and measurable, we can therefore manage behavior. For example, if you were a truck drivers supervisor and you were riding with him/her you could observe if they were driving at or below the posted speed limit. You could manage the at risk behavior of exceeding the speed limit through the use of warnings such as Slow down, you are exceeding the speed limit, or If I see you exceed the speed limit again Ill give you a written warning (negative reinforcement), or If you dont go over the speed limit any more on this trip today, when we return to the terminal I will let you go clock out early (positive reinforcement).We often hear managers talk about an employee having a bad attitude towards safety or a bad attitude about work in general or that an employee has a good attitude towards his/her job. These statements reflect an overall perception that has been formed by observing a series of behaviors over time. Unfortunately they are not precise enough statements to allow us to pinpoint the specific behaviors that were being observed over time that led to this perception.

You cannot see a persons attitude. You can see his/her behaviors and form an opinion on what is causing that attitude but you can never be 100% certain that you are right.

If our perception of a persons attitude is based on our observation of his/her behaviors, remember that we just said that we can manage behaviors. If we can manage behaviors effectively enough we can get people to perform differently. If they perform differently long enough and are provided with positive reinforcement for their behavior changes, their attitude towards a particular work task will begin to change. How we manage behaviors will determine if that attitude change takes place quickly or slowly. If we use the technique of positive reinforcement we are likely to see the most rapid change. If we use mostly negative reinforcement and punishment we will probably see a slow change in attitude or perhaps very little change at all.The ABC model of behavior change has 3 components that lend it its name:

Antecedents (also frequently referred to as activators) are objects, people, sensory perceptions, or environmental stimuli that serve as the trigger for a particular behavior. For example, seeing a stop sign is a trigger for a driver to slow down and cover the brake before coming to a stop.

Behavior, as we have already said, is anything that you are able to observe a person do - walk, sit, stand, grasp, lift, read, sleep, etc..

Consequences are what the person who performs the behavior perceives or actually receives when he/she demonstrates a particular behavior. Consequences can either reinforce behavior (leading to an increase in performance) or punish or work to make the behavior extinct (leading to a decrease in performance).

We will cover these three components in more detail now.Lets look at the formal definition of activator. Can you give me some examples of activators? After you have given me the activator, tell me what behavior it triggers in you. I stress in you because what is an activator for you may not be an activator for another person.

Examples of activators include:Stop signSpeedometerCar hornAlarm clockSigns: No Parking, Smile You Are on Radar, Caution, Danger Thin IceAny training eventA flat tireRinging telephonePolicy/procedure manualSuggestion box

At a Cambridge Center for Behavioral Studies forum on Executive Leadership it was estimated that executives spend 80% of their time working on activators such as policy, strategy, planning, budgets, etc. If activators only set the stage for performance but dont control it is this a good use of their time?What does seeing the road sign on the top left cause you to do when you are driving? Does your behavior change when this activator is combined with another activator such as whether it is daylight or in the night time? When the roads are dry or icy? When you see dead deer by the side of the road in the area where these signs are placed?

How about the sign on the top right? What does this cause you to do? Does it make a difference in your behavior if it is night or day? If you are driving in an area that you are familiar with and have passed this sign many times before or in a new, unfamiliar area?

What about the speed checked by radar sign? Does this cause you to slow down? Turn up the volume on your radar detector? Trigger a memory of a recent speeding ticket that you got? Become more vigilant to scan the horizon for signs of unmarked or hidden police cruisers?

And what about that Caution sign? Would that cause you to change your behavior? Become more aware of where you are walking?

As we said earlier, activators only the set the stage for behavior - they dont control it. The influence that an activator has on a persons behavior is heavily dependent on the consequences that occurred in the presence of that activator in the past.Lets now look at the formal definition of BEHAVIOR.

When we say pinpoint what do you think we mean?

A pinpoint is a specific description of a persons behavior. For example, if you say you observed someone working that would not be a pinpoint.

A pinpoint description of someone working might be sitting at a computer terminal and typing data from paper copies into a software data spreadsheet.

A better pinpoint description might be sitting at a computer terminal with proper workstation setup including 5 caster, adjustable chair with lumbar support, arms at about a 90 degree angle to the keyboard, feet flat on the floor, monitor placed between 37 and 43 high, and typing data from a properly positioned document holder into a software data spreadsheet. Here are some other examples of behavior - writing, going for a layup, checking cartons for proper contents, and reading. You could observe and measure these behaviors. Can anyone tell me what is going in the peoples minds? Can you tell me what their attitude is?A consequence always follows any given behavior.

The consequence may not be obvious to the observer of the behavior but it is very much present for the person performing a behavior.

Because consequences happen so many times a day and are so common, we have learned in many situations to ignore them. They have become automatic, natural consequences.

What are some examples of typical consequences that follow specific behaviors? Behavior - coin in soda machine / Consequence - can of soda comes out Behavior - turn on the water faucet / Consequence - water comes out Behavior - pick up ringing phone / Consequence - you talk to other person Behavior - sit on the toilet / Consequence - you feel relieved Behavior - eat a 9 course meal / Consequence - you feel full

Consequences can either increase or decrease the likelihood of that behavior occurring in the future. Can you give me some examples of consequences that increase the likelihood of future behavior? Decrease the likelihood?18Man on scale. The consequences of his getting on the scale may be that he is bummed out the rest of the day over how much weight he is putting on. On the other hand he may get on the scale and see that hes lost a few pounds so he knows that he can go out for burgers and beers with the boys tonight!

Crying child. Children quickly learn how to shape the behaviors of their parents. By crying the childs consequences may be that Mom and Dad come running to soothe them, or try to bribe the child by saying they can stay up late and watch TV or that if they stop crying they will buy her a new toy tomorrow. These are all positive consequences for the child. What might be some negative consequences?

Traffic cop. Usually we associate cops with negative consequences or punishment. The consequence for parking in a No Parking zone or for failing to feed the parking meter or for speeding may be a ticket. On the other hand for the police officer the consequences of this behavior may be highly reinforcing - a feeling of authority, power, got another bad guy.

As you can see it is not easy to try and guess what the consequences of a particular behavior are for the person receiving those consequences. You generally have to ask.Note: this overhead and the following one should be used by the instructor to develop a list of positive and negative consequences (as seen through the eyes of the sunbather, aggressive driver, battery handler, and errant parker). From this list the instructor will then use some of the consequences to perform an ABC analysis to gain a better understanding of why the behaviors may be occurring and how easy or hard it may be to change the behavior.

Sunbathing: what are some of the consequences of this behavior? Lets list them on the board under the headings of Positive and Negative. Some might be:PositiveNegativeRelaxingHot sunGood tan says healthySand flies, sand and oilsPerceived more beautifulSkin cancer potential increasedSocializing with other sunbathersTraffic driving to beachWatch the hunks & babesEmbarassed by my naked bodyAggressive Driver:PositiveNegativeFeeling of powerMay get ticket or accidentForcing poor drivers off the roadMay get shoot by another motoristTeaching others how to driveHard on car - brakes, gas, shocksKey Concepts

There are 4 types of consequences: 2 (positive and negative reinforcement) tend to increase behavior; 2 (extinction and punishment) tend to decrease behavior. Extinction (essentially theres no consequence). Seldom used in business to decrease undesired safety behaviors, but commonly (unknowingly) used to decrease desired safety behaviors. Punishment: Very effective & essential -- there always will be behaviors which cannot be tolerated. We need to understand how the punishment affects the person being punished. WHEN WOULD YOU USE PUNISHMENT? Positive and Negative Reinforcement can both increase behavior, but Positive gives the benefit of discretionary effort. Positive Reinforcement is not necessarily always beneficial: it can increase undesired behavior as well (ex: peer support for violating safety rules) Consequences are negative or positive based upon receivers perception, not senders intentConsequences influence behavior based upon three factors: timing, consistency, and significance. Significance is dependent on magnitude and impact. The different combinations of these factors will determine the likelihood of behavior increasing or decreasing in the future.

Timing: Is the consequence immediate or does it happen in the future? For example, the consequence of putting your hand on a red hot burner on the stove is immediate - pain!! The consequence of not exercising for most of your adult life is not so immediate. Poor health in old age may come years down the road from now.

Consistency: Is the consequence certain to happen or is there uncertainty? For example, if everyone who smoked cigarettes was guaranteed that by the time they had smoked their third cigarette they would have developed lung cancer, youd have a lot less smokers. Because of the high degree of uncertainty of contracting lung cancer due to smoking, many people still smoke.

Significance refers to whether the consequence is viewed as positive or negative by the person who receives the consequence. If I find that a friendly pat on the back by my boss is a positive stroke, another female co-worker may see that hand on her shoulder as a sign of sexual harassment - very negative. Significance means is the consequence of large or small magnitude and what impact does it have on the person receiving it.

19Positive reinforcement increases the likelihood of future behavior because the person who receives the consequences gets something they want. Positive reinforcement maximizes performance.

It is important to note that if you are the person who is delivering the consequence for another persons actions (behavior) and what you are delivering would be positive if it were given to you, it may not be positive for the receiver.

For example, you are the supervisor of an employee who has put in tremendous extra effort to get a project completed ahead of schedule and under budget. You want to provide some positive reinforcement to that person so you give him two tickets to the opera (which you love to attend). Unbeknownst to you the person hates the opera and would have preferred 2 tickets to the monster truck show. The 2 opera tickets may actually now be viewed as punishment.

Negative reinforcement increases behavior because a person is trying to avoid or escape something they dont want. For example as a supervisor you have a deadline to meet and it doesnt look like the project will make it. You tell everyone on the project team that they will be expected to devote 2 nights a week and every Saturday for the next month to working more hours. Suddenly work gets caught up and the project is back on schedule. Negative reinforcement only gets you compliance!Points to remember on positive reinforcement:1. it is determined to be positive by the person receiving it2. it must be delivered contingent on the desired behavior3. it is the only way to maximize performance4. anything is reinforcing to somebody, somewhere in the world nothing is reinforcing to everybody in the world

Points to remember about negative reinforcement:1. it gets you only enough improvement in performance to escape or avoid punishment2. use of R- has negative side effects, such as escape and avoidance3. R- never maximizes performance4. it is only effective when it is followed by positive reinforcement

One way to tell if you are using positive or negative reinforcement to drive performance is to remove the requirement for the performance and see if performance drops. If it does then you were using negative reinforcement. For example, you have a requirement to conduct weekly safety inspections by each supervisor in his/her department and you are currently getting 80% compliance. If you then say the weekly inspections are no longer required, although still a good idea, does the compliance rate drop off?This chart is a graphical representation of the effects of positive reinforcement on performance improvement - rather dramatic.

Planning and delivery of positive reinforcement is not a natural act for most people. Therefore we need to plan our use of R+ as well as provide R+ to those who use it.

Everybody gets thousands of R+ everyday. Remember that R+ follows behavior and increases its frequency.

Common errors in the use of R+:Forgetting that what is reinforcing to one person may not be reinforcing to another. You cant reinforce a team - you can only reinforce the members. Vince Lombardi said Nothing is more unequal than the equal treatment of unequals.Not understanding the relationship between a behavior and a reinforcer. You may be trying to reinforce one thing but actually reinforcing another. See Dilbert comic about $10 paid for every software bug found and fixed.Forgetting that all reinforcement is immediate. Delayed reinforcement is called a reward. When there is a delay between behavior and its consequences you may get behavior that you dont want to reward. The best supervisors spend significantly more time out on the floor. Supervision needs to be where the performers are.Not understanding that you need a high number of R+ to change a single behavior and make sure that change becomes truly embedded. Figuring that one R+ will do it!This graph represents the effects of punishment for decreasing performance.

With some safety problems the use of punishment is appropriate because you dont have time to wait to begin applying positive or negative reinforcement. You need an immediate change in poor performance for the safety of the employee and others.

What are some examples of punishment that have been used for dealing with safety problems?

Some points to remember about punishment:P weakens or stops behaviorP may cause undesired behaviors to increaseP never solves the root cause of the problemP has many negative side effects, including hostility, fear, avoidance, escape, sabotageThe person receiving the consequence is the one who determines if it is P, not the consequence itself

Think sign - this type of sign is often ignored because people naturally assume that they are always thinking that way. In the absence of any systematic job safety training they may not have been told the safe way so they improvise what they feel is the safe way. Lack of reinforcement from supervisors and co-workers about taking a few seconds to think things through - what are the hazards, how can I protect myself - before acting then becomes another example of extinction. While management may want employees to Think About Safety, lack of feedback and reinforcement causes that thinking habit to extinguish.

The stop sign on the other hand is frequently obeyed because the consequences if you dont stop are likely to be negative, immediate, and almost certain, particularly if you are in downtown Manhattan during the morning rush hour. If you are out in the back roads of North Dakota at 10 AM the benefits of driving right through without stopping may outweigh the remote possibility of another car being at the intersection and running into you. Past consequences - accidents, near misses, tickets - may be powerful. Lack of these three things - associated with stop signs - is more common. How many of us come to a complete stop - behind the stop sign at every intersection? How many of us come to a rolling stop where we slow down to 5 miles an hour, cover the brake and then blast on through?23Our challenge then is go from a negative reinforcement environment to a positive reinforcement environment.

I am sure we would all like to see everyone at our workplace showing up for work because they want to, not because they have to just to receive a paycheck.

The more we can increase the amount of discretionary effort expended by employees, the more rapidly we can tap into the reservoir of human potential that often lies dormant in most companies.1314151617241920212218

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06 Behavior Slides