Aint Misbehavin ’

1. AintMisbehavin’ Kirk Dighton B.A. Independent EHS Consultant-CORDS, LLC East Central Iowa Safety Conference Cedar Rapids , Iowa

2. Objectives • Discuss the history of behavior based safety (BBS) programs and the evolution since its discovery. • Identify key terminology associated with BBS Programs. • List the necessary ingredients of a successful BBS program. • Understand the difference between a positive and negative influence for employee response. • Identify the difference between motivation and discipline. • Discuss how a rewards system ties in to a BBS Program. • Understand management’s role in a BBS Program. • Understand the employees’ role in a BBS Program. • Discuss the chain of command associated with BBS Programs. • Know if a BBS Program is right for your company.

5. Definition • Behavior-Based Safety – BBS A safety program that focuses on improving human behavior to improve injury / incident rates.

6. Behavior- “Bing” Definition • The way somebody behaves:  • Psychologyresponse:  • the way in which a person, organism, or group responds to a specific set of conditions • What something does:  • the way that a machine operates or a substance reacts under a specific set of conditions

7. Herbert William Heinrich • 1931- Employed by Traveler’s Insurance • From studies, he concluded that: • A majority of accidents in the work place were caused by human error and could be prevented.

8. Heinrich • If human error was the real cause of accidents, the key to safety was to observe workers, identify what they were doing wrong …………….. and change their behavior.

9. B.F. Skinner • An American Psychologist was • conducting experiments in the malleability of human behavior. • Skinner’s work helped spur the formation of scientific methods of studying and improving human behavior. • These behavioral methods were applied to industrial accident prevention.

10. Dr. E. Scott Geller • Consultant • Credited with coining the term “Behavior-Based Safety” in 1979.

11. Working World Divided • Safety Professionals – Ecstatic • Union Representatives- Firmly Opposed. • Owners and Managers- Lukewarm • Supervisors and Leaders NO WAY! • Workforce- Another buzz word!

12. A Religious Sect! • Like any religion or belief, BBS had it’s dedicated followers. • Human error is main cause of all incidents. • Others • BBS is too one-sided and focuses only on human behavior • Incidents are multi-faceted in root cause.

13. Reinforcement • “…behaviors are reinforced, not people” Psychology of Safety Reinforcement, Reward and Recognition (Geller 2006). • Most studies say that the reinforcement of good behavior should occur when the person goes above and beyond the call of duty, not for simply abiding by the rules.

14. Leadership • Leadership is also key to success of programs. Without leadership buy-in and enhancement it does not work. • Praise must be genuine however and not cheesy to say the least. • Most Supervisors cannot do the “praise” thing without sarcasm. That does not help any program. • Communication…..

15. Communication Exercise • Volunteers ?

17. Communication is 2 Sided • Sender • Receiver and requires • Acknowledgement

18. Safety Survey • The safety of my co-worker is not my problem. •  I only work safer because of the reward system. •  When I see a violation of a Cardinal Rule, I speak up and stop the work. • Working safely takes too much time. • I feel the safety observations program works well to improve my safety. AGREE DISAGREE N/A

19. Motivation v. Discipline • Motivation is positive reinforcement to perform in a correct fashion. • Sometimes with Rewards Programs • Discipline is a negative penalty-driven punishment for wrong-doing.

20. Rewards Programs • Very controversial • Rewards for no injuries / recordables • Rewards for attending all training • Rewards for turning in incident reports and safety concerns. • Bounty placed on SOC’s

21. Negative effects • Injuries get hidden • Near miss / hits get hidden • Co-worker / peer pressure to NOT REPORT. • Possibly trouble around the corner.

22. BBS and Management Role • Buy-in • Total Commitment • Support and enforce • Leaders, Supervisors, Union representatives • Internal Politics • Any program-if not supported from the top = FAILURE

23. BBS and Employee Role • Buy in • Total Commitment • Support with co-workers • Peer pressure to “do the right thing” • GOAL- Go home every day in the same condition as you came in.

24. Successful Safety Program • Management Buy in-Committed to the success. • Risk assessment • Every task – Every step • Include floor workers / persons assigned to task. • JSA / JSEA • Risk abatement – steps to prevent injury or incident • Set review guidelines • C.O.W. / JSEA / JSA • Daily, monthly, as job changes • Set behavioral expectations-BBS • SOC’s

25. Success continued • Identification of the risks-during development of task is best • Abate the risks-at the time of development • Engineering, administrative, PPE • Provide appropriate tooling to perform the task • Proper “timely” maintenance • “Timely” repairs, follow up- • Effective method to report- repair needed • Effective method to report non-repair • STOP WORK understanding for IDLH

26. Success continued • All above in place • Set behavioral expectations – proper task steps • Train • Review • Listen and encourage feedback • Improve task • Set attainable goals • Recognize accomplishments • Discipline - Final

27. OWNERSHIP

28. Questions?