Industrial Safety Management >Chapter 4 > Topic –Behavior Based Safety (BBS) > Subtopic -Human Behavior -Individual differences , Causes of behavior changes, Behavior as a function of self and situation

Behavior Based Safety (BBS) 

Behavior-based safety is a safety management system that specifies exactly which behaviors are required from each employee.  These behaviors are geared towards a safer work environment.  The system must have controls in place which will measure whether or not these behaviors exist as a routine element in the work environment.  Acceptable behaviors must be positively reinforced frequently and immediately as the behavior occurs. 

Significance of the BBS- 

• BBS is based on solid principles about engaging, motivating, assisting, reinforcing, and sustaining safe behaviors. 
• It takes a systematic approach, examining the motivation underlying behaviors, in order to increase safe behavior. 
• BBS is an ongoing effort; not ‘once-off’ provisions, but a new way of working that the safety leader must continually promote for sustainable, positive results. 
• Takes time to achieve; however, results can be observed immediately due to the nature of measurement involved.
• Emphasizes increasing safe behaviors rather than focusing on length of time without injury. BBS programmes do not depend solely on ‘lagging indicators’ (after the fact), and instead shift the focus to ‘leading indicators’ (preventative). 
• It Is not a substitute for an already existing comprehensive health and safety Programme; it is a supplementary tool that will enhance the effect of already existing practices, and will allow for an objective measurement system. 
• Aims to understand causes of incidents and near misses and correct them through the behavior of relevant people. For example, reducing hazards often requires behavior change of managers and frontline workers, and equipment redesign involves behavior change of engineers. 

The six pillars of behavior based safety:

1. Leadership

2. Engagement

3. Coaching

4. Communication

5. Recognition

6. Measurement

Steps for implementing the BBS Programme

1. A design team is created

2. Target behaviors are chosen from safety incidents, near miss reporting, safety audits and observation etc. 

3. A critical checklist is developed.

4. Ensure that you have a measurement system.

5. Behavioral observations are carried out. 

6. Feedback is delivered

7. Make use of the data

8. Set improvement goals 

Steps of BBS Implementation in detail- 

1.  A design team is created - 

The most effective way to run a BBS Programme is to initially set up a design team. The design team should consist of management and frontline employees, and each member of the team should have heard about BBS and volunteer to be on the team. This team will design the BBS system, however all employees will be involved in implementation. 

2. Target behaviors are chosen from safety incidents, near miss reporting, safety audits and observation etc. -  

Firstly, the design team picks targeted areas/ tasks. The team can use data that the site already has; results of safety audits, safety data, information from safety meetings and informal interviews with staff (from the past 5 years if possible). This will provide a wealth of information around areas in need of improvement. The team determine what would have prevented the reported injuries; if it is not immediately obvious the team use methods like discussing how increased situation awareness might have affected the situation. From this analysis, the team will identify critical safe behaviors for an observation checklist. 

3. A critical checklist is developed -

The checklist is comprised of the list of safe behaviors identified in the above step. The list can be shortened according to importance of safety, frequency of occurrence, observability and overlap with other items on the list. The list should be no more than 1 sheet of paper (1 side). It helps to have definitions for everything that is being measured on the back of the checklist – try not to leave anything up to subjective interpretation. The best way to know if the checklist is useable is to observe an employee working, and see if all categories on the list can be filled out in an observation. The list will need to be revised a number of times before it can be considered ready-to-use. 

4. Ensure that you have a measurement system - 

The measurement system for an observation Programme is simply a frequency count of safe and risk behaviors during an observation. Note of caution: measuring is an antecedent, and we need a consequence in place to strengthen the behavior under measurement. When measurement is used effectively, the leader can create an environment in which people actually want to be measured. This can happen when positive consequences are delivered based on the behavior change that is observed through measurement. When employees receive specific, positive feedback about the results, then they will see a benefit, aim higher, and want to be measured. 

5. Behavioral observations are carried out- 

Consider who will conduct the observations. Data shows that the most beneficial system is to have all employees involved in the observation process. Behavioral observations increase safety behaviors of the observed but also the observer, so encouraging employees to conduct observations on each other will benefit all employees. The team and all employees will need to decide how often observations will be conducted. Will they occur across or within departments? Will a single task or employee be observed, or a work area? Will you include contractors? – if so, try to recruit them at the design phase. 

6. Feedback is delivered - 

The process requires careful training of employees. The observer should summaries significant positive safety behaviors that were observed and then one or two areas that require change. The feedback should be delivered as soon as possible after the observation (unless this poses a risk). Describe the behavior observed, discuss the potential impact and listen to the observe – this formula can be used for both positive and corrective feedback. In addition to individual feedback by the observer, overall site feedback should be delivered. The leader should discuss the results of the observations (categorically, not personally) at safety meetings, while also providing visual feedback. The easiest and most effective way to do this is through creation of a graph. Visual feedback helps us to see how we are doing and also helps us to set goals. 

7. Make use of the data - 

You now have valuable data that you can use to inform you on process changes. Build a review of the data into existing meetings and ensure that all staff are informed of any changes made based on the data, and that they know it was because of their contribution (as a group - no names are recorded). 

8. Set improvement goals-  

Employees should be encouraged to participate in this, and the goals should be realistic and based on the current data. Set short goals and ensure that each employee knows what behavior or process they need to work on to reach the goal (see goal setting section of this guide). Remember to focus on the safety process itself and not the results – attempting to manage results will ruin the integrity of the Programme. Instead of setting goals to increase or decrease results, set goals around the behaviors that lead to these results (e.g., increase wearing of safety goggles from 80% to 100%). 

Roles of the Management , Safety Committee, Employee , Supervisor,  in Implementing the BBS Programme- 

Role of the Management in BBS- 

1.  Get Involved.  Learn! 

2.  Ensure Your Support Is Visible.

3.  Support the Program.

4.  Implement Ways to Measure Effectiveness.

5.  Attend the Same Training As Your Workers.

6.  Interact With Your Workers. 

7.  Insist on Periodic Follow-up & Program Review.

8.  Follow-up on the Actions You Took. 

Role of Safety Committee in BBS - 

1. Document Meetings.

2. Encourage Employee Involvement.

3. Provide Feedback Without Fear of Reprisal.

4. Make Recommendations for Corrective Action.

5. Analyze Statistical Data Concerning Accidents.

6. Hold Regular Safety Review Meetings.

7. Bring Employee Concerns to Management's Attention.

8. Follow-up Is Critical.

Role of the Employees in BBS- 

1.  Get Involved. 

2.  Contribute to Make Corrective Actions.

3.  Understand How Your Behavior Affects Job Safety.

4.  Report All Accidents and Near-Misses Immediately.

5.  Be Proactive and Professional.

6.  Report All Safety Problems or Deficiencies.

7.  Follow-up With Any Additional Information.

8.  Understand the Reason Work Must be Observed 

Role of Supervisors in BBS- 

1.  Get Involved. 

2.  Get Your Workers Involved. 

3.  Never Ridicule Any Injury or Near Miss.

4.  Be Positive, Motivate, and Reward. 

5.  Find Ways to Measure Behavior.

6.  Attend the Same Training As Your Workers. 

7.  Be Proactive - Get Involved in Safety.

8.  Be Professional - You Could Save a Life Today. 

9.  Follow-up on the Actions You Took.

Behavior and Behavior Reinforcement - 

Behavior- 

Behavior Is What a Person Does or Says.  What Causes a Person to Take This Particular Behavior or Course of Action Depends On Other Influencing Factors.  Attitude and Situational Conditions Cause The Particular Behavior.

What Influences Behavior

• Motivation.
• Intelligence.
• Emotions.
• Experience.
• Attitude
• Situational Conditions.
• Desire
• Need.
• Abilities.
• Skills.
• Ambition. 

When The Reason For Behavior is Not Known.

Determine What Motivates The Behavior.

     -- Lack of Training ?

     -- Working Conditions ?

     -- Personal Problems ?

Work-Related Problem ? - Try and Fix It.

Personal Problem ? -  Work Within Company Resources

Find Positive Ways To Discourage Unacceptable Behavior. 

Observing the behavior-  

Behavior Must Be Observed to Begin to Understand Current Behavior and Develop Lists of Acceptable (Safe) Behaviors. The Lists of Acceptable Behavior Will Be Used in Determining Safe Behaviors in the Future. 

To Effectively Observe Behavior: 

1.  Establish  Criteria For Observations.

2.  Observe Workers Frequently at Various Work Times. 

3.  Observe Workers For a Few Minutes Each Time.

4.  Employees Should Know They Are Being Observed.

5.  Employees Should Know Their Behavior is Recorded.

6.  Know the Safe Behaviors You  Are Looking For.

7.  Develop a Checklist If Necessary. 

8.  Constantly Compile and Compare Observations.

9.  Follow-up on Observations. 

Behavior Reinforcement - 

Reinforcement Is Any Consequence That Increases the Likelihood That the Behavior It Follows Will Occur in the Future.  In Other Words, If You Promote a Behavior and Make Someone Feel Good About Performing That Behavior, or Give Them a Reason to Perform That Behavior, Its Occurrence in the Future Will Likely Increase.  

 

Acceptable Behavior Must Be Constantly Reinforced.  Never Miss an Opportunity to Give a Pat on the Back for Acceptable Behavior.  People usually  Respond to Positive Reinforcement. 

Reinforcement Considerations: 

1.  Reinforce Frequently, and In Public.

2.  Reinforce ONLY for Acceptable Behavior. 

3.  Reinforce Immediately, Never Wait.

4.  Reinforce During the Safe Behavior if Possible. 

5.  Be Specific About the Reinforced Behavior.

6.  Give Non-Verbal Positive Cues.  (Nods, Smiles etc.)

7.  Be Totally Positive.  

8.  Be Sincere.  People See a Lot, But Don’t Say a Lot. 

9.  Accentuate The Positive.

Rewarding For No Accidents- 

1. Works For a Determinant Period Only.

2. Once an Accident Occurs, No Incentive Remains.

3. Usefulness Usually Degrades Over a Period of Time.

4. Doesn’t Permanently Alter Unacceptable Behavior.

5. Diminishes Supervisory Control.

Negative Reinforcement - 

A lot of what we do is to avoid something, so we behave to get rid of the thing we don’t want- this is negative reinforcement.

Doing something to avoid punishment or aversive conditions will not inspire great or

creative performance. We get by, but we are not motivated to improve – we are motivated by fear ! 

For example, if you wear PPE to avoid a fine (that might occur for not wearing PPE), this is you working under negative reinforcement. Your ‘wearing PPE’ behavior has increased in order to avoid a bad situation.

Positive Reinforcement - 

In work settings it is less common to see individuals working under positive reinforcement conditions; however, it is preferable. Positive reinforcement leads to durable behavior change, and happier employees ! 

Doing something that results in positive reinforcement promotes strong, durable behavior change, in addition to other new positive behaviors. 

For example, if you wear PPE because you feel like you are contributing to safety in your organization (by taking personal control of safety), you will be more likely to wear PPE when your boss is not present, in situations in which it is not mandatory, and you may well begin to exhibit other safe behaviors in addition to this, voluntarily. 

In sum, an effective behavior-based safety Programme should contain the following: 

1. Engagement from both employees and management. 

2. Clear, concise definitions of behaviors targeted for change. 

3. These targeted behaviors are chosen from past incident reports, safety assessments, observation, and near miss data. 

4. An observation process.

5. A feedback process.

6.Target behaviors for employees, supervisors and managers to improve, including measurement and feedback. 

7. A process for identifying and remediating
hazards. 

Reference- 

Health & Safety Authority.ie

https://www.safetymgmtstudy.com/2022/11/Adis-safety-book-pdf.html 

Google.com