removing behavioral barriers

REMOVING REMOVING BEHAVIORAL BEHAVIORAL

BARRIERSBARRIERS

SEGMENT TOPICSSEGMENT TOPICS

• Applied Behavioral Analysis & Action Planning

• “ABC” Analysis

• Behavioral Consequences (Positive Versus Negative)

THE BEHAVIORAL OBSERVATION MODEL

RESULT

Identify KeyBehaviors

Measure

ReinforcementStrategies

EvaluateEffectiveness

PerformanceFeedback

2

3

4

1

NOYES

APPLIED BEHAVIORAL ANALYSISAPPLIED BEHAVIORAL ANALYSIS

ANDAND

ACTION PLANNINGACTION PLANNING

ATTITUDES OR BEHAVIOR?ATTITUDES OR BEHAVIOR?

Where should we focus our attention first?Where should we focus our attention first?

Reasons Sites Focus First on AttitudesReasons Sites Focus First on Attitudes

• Most believe that attitude is important

• Attitude has the power to change behavior

• An attitudinal approach appeals to “common sense:

• Therefore, we are tempted to focus on attitudes first

DEFINITIONSDEFINITIONS

AttitudeAttitude

- Deep-seeded feeling or emotion- Deep-seeded feeling or emotion

- Internally focused- Internally focused

BehaviorBehavior

- An observable action- An observable action

- Externally focused- Externally focused

Reasons Why Behavioral - BasedReasons Why Behavioral - BasedSafety Management is RightSafety Management is Right

• Behaviors can be measured and therefore managedBehaviors can be measured and therefore managed

• Changing behavior leads to changing attitudesChanging behavior leads to changing attitudes

• Avoids personality conflicts and fault findingAvoids personality conflicts and fault finding

• Embraces employee involvementEmbraces employee involvement

• Provides valuable feedbackProvides valuable feedback

BEHAVIORAL-BASED BEHAVIORAL-BASED SAFETY MANAGEMENTSAFETY MANAGEMENT

A process that promotes continuousA process that promotes continuousimprovement through the identification,targeting improvement through the identification,targeting and feedback about critical safety behaviors well and feedback about critical safety behaviors well

in advance of first-aid injuries or illnesses.in advance of first-aid injuries or illnesses.

FatalInjuries

Serious Injuries

- Recordables - Lost Workdays

Minor Injuries (First Aid) & Near Miss Incidents

BEHAVIORS

BEHAVIORS AS A LEADING INDICATOR OF PERFORMANCE

Systems and ProcessesManagement Systems, Accountability, Safe Practices,

EngineeringControls, Audits/Inspections, etc.

Values & BeliefsAll accidents can be prevented, HSE Focus in all we do, Safety is a

top priority, everyone is responsible for safety

In the practice of behavioral-based safety In the practice of behavioral-based safety (BBS), here are four related points:(BBS), here are four related points:

1. The goal is behavioral change.. The goal is behavioral change.

2. Some behaviors are harder to change than others.. Some behaviors are harder to change than others.

3. Behavioral change often requires system change.. Behavioral change often requires system change.

4. To change employee behavior, expect to change . To change employee behavior, expect to change management behavior.management behavior.

Enabling BehaviorsEnabling Behaviors

Difficult BehaviorsDifficult Behaviors

Non-enabling BehaviorsNon-enabling Behaviors

3-TYPES OF BEHAVIORS3-TYPES OF BEHAVIORS

DEFINITION:DEFINITION: “Enabled” Behavior “Enabled” Behavior

• An An enabledenabled behavior is one over which an employee behavior is one over which an employee has control.has control.

• An An enabledenabled behavior is an instance of “how we do behavior is an instance of “how we do things around here”.things around here”.

DEFINITION:DEFINITION: “Difficult” Behavior “Difficult” Behavior

A A difficultdifficult behavior is a partially enabled behavior. behavior is a partially enabled behavior.

It is a behavior that can be performed, but only at It is a behavior that can be performed, but only at the cost of going out of one’s way because, for the cost of going out of one’s way because, for instance, the needed tools or equipment are not instance, the needed tools or equipment are not located near he work station.located near he work station.

DEFINITION: “Non-enabled” BehaviorDEFINITION: “Non-enabled” Behavior

A A non-enablednon-enabled behavior is one over which an employee behavior is one over which an employee

has no control.has no control.

It is a behavior that we are “supposed to do around It is a behavior that we are “supposed to do around here” but, in fact, do not have the equipment or the time here” but, in fact, do not have the equipment or the time or the permission to perform.or the permission to perform.

Upgrading Upgrading difficultdifficult (partially-enabled) (partially-enabled) behaviors into behaviors into enabled enabled behaviors requires:behaviors requires:

• Applied behavior analysisApplied behavior analysis

• Action planningAction planning

• Performance feedbackPerformance feedback

Upgrading Upgrading non-enablednon-enabled behaviors into behaviors into enabledenabled (fully-supported) behaviors (fully-supported) behaviors requires:requires:• addressing the management and systems issues that addressing the management and systems issues that prevent employees from performing the behavior prevent employees from performing the behavior safelysafely

• changing employee perception about whether the changing employee perception about whether the organization will allow them to perform the behavior organization will allow them to perform the behavior without serious negative consequenceswithout serious negative consequences

““ABC”ANALYSISABC”ANALYSIS

(Antecedent, Behavior, Consequence)(Antecedent, Behavior, Consequence)

““ABC” Analysis of Unsafe BehaviorABC” Analysis of Unsafe Behavior

• “ “A” - A” - ANTECEDENTANTECEDENT - Event that triggers a behavior - Event that triggers a behavior

• “ “B” - B” - BEHAVIORBEHAVIOR - Observable action (measurable) - Observable action (measurable)

• “ “C” - C” - CONSEQUENCECONSEQUENCE - Outcome or result of behavior - Outcome or result of behavior

THE THREE KEYS TO THE THREE KEYS TO USING"CONSEQUENCES" TO USING"CONSEQUENCES" TO

CHANGE CHANGE AN UNSAFE BEHAVIOR:AN UNSAFE BEHAVIOR:

• TimingTiming

• ConsistencyConsistency

• SignificanceSignificance

TimingTiming

"A "A consequenceconsequence must occur must occur soonsoon after a after a behavior to be most effectivebehavior to be most effective."

ConsistencyConsistency

"A consequence that is "A consequence that is certaincertain to follow to follow a behavior is seen as a strong deterrent a behavior is seen as a strong deterrent to unwanted behavior."to unwanted behavior."

SignificanceSignificance

"The significance of a "The significance of a positivepositive response has been shown to be more response has been shown to be more powerful in changing behavior than a powerful in changing behavior than a negative exchange."negative exchange."

SOON - CERTAIN - POSITIVESOON - CERTAIN - POSITIVE

““ABC” Analysis ExampleABC” Analysis Example

A B C “ABC ANALYSIS”

S/L C/U +/-

- Failure to Wear Safety Glasses

““ABC” Analysis ExampleABC” Analysis Example

A B C “ABC ANALYSIS”

S/L C/U +/-

- Uncomfortable - Failure to Wear Safety Glasses

- Fog-up

-No Discipline

- Won’t be Injured

- Unavailable

- Peer Pressure

““ABC” Analysis ExampleABC” Analysis Example

A B C “ABC ANALYSIS”

S/L C/U +/-

- Uncomfortable - Failure to Wear - Comfortable Safety Glasses

- Fog-up - See Better

- No Discipline - Discipline

- Won’t be Injured - Maybe Injury

- Unavailable - Saves Time

- Peer Pressure - Peer Approval

““ABC” Analysis ExampleABC” Analysis Example

A B C “ABC ANALYSIS”

S/L C/U +/-

- Uncomfortable - Failure to Wear - Comfortable S C + Safety Glasses

- Fog-up - See Better S C +

- No Discipline - Discipline L U -

- Won’t be Injured - Maybe Injury L U -

- Unavailable - Saves Time S C +

- Peer Pressure - Peer Approval S C +

THE SAFETY DILEMMATHE SAFETY DILEMMA

Many safe behaviors are punishingMany safe behaviors are punishing

- Uncomfortable

- Restricts motion

- Inconvenient

- Unavailable

- Difficult

Many unsafe behaviors are rewardingMany unsafe behaviors are rewarding

- Faster

- Comfortable

- Freedom of movement

- Saves time

Behavioral Action Plan - Wearing Safety GlassesBehavioral Action Plan - Wearing Safety Glasses

Action Steps Date/Responsibility

1. Provide multiple styles of safety glasses and arrange for proper fitting. (Review recommendations with assembly employees for their input.

2. Choose an anti-fogging solution for Assembly Department employees.

3/94 Assembly Dept. Manager & AssemblySTART Team Member.

5/94 Assembly START Team

Action StepsDate/Responsibility3. Identify and recommend work area modifications that will impact the fogging issue.

4. Retrain employees on the need to wear safety glasses.

5. Evaluate stores and area supply cabinets to ensure that there is an adequate supply of safety glasses.

10/94 - Engineering Department and Assembly START Team Reps

2/94 - START Team

2/94 - START Team Reps.

6. Increase safety audits in the Assembly Department and focus on safety glasses.

7. Review status report of audits and action plan with all employees.

Immediately/all trained auditors

Monthly/START TeamRepresentative and Supervisors

INCIDENT/INJURY REPORTSINCIDENT/INJURY REPORTS

2

3

2.5

4

5

0

1

2

3

4

5

6

JAN FEB MARCH APRIL MAY

Ratio of Total Injury Rate OSHA Injury Rate

Ratio

"ABC" ANALYSIS A B C ABC ANALYSIS S/L C/U +/-

1. Does not see the 1. Nothing happens S C + need to report no disciplinary action for not reporting

2. Fear of discipline 2. Group maintains S C + safety record

3. Takes too much time 3. Injury does not S C - get treated

4. Work group might lose 4. No paperwork S C + safety prize hassle

5. Anticipates peer criticism 5. Avoids confrontation S C + if he reports with supervisor

6. Cannot leave job site 6. Injury gets worse L U _

7. Doesn't like incident 7. Stays eligible for S C + investigation forms safety prize

8. Saves time

Failure to Failure to report report

incidentsincidents

““ABC” ANALYSISABC” ANALYSIS

WORKSHOPWORKSHOP

POSITIVE VS. NEGATIVE

REINFORCEMENT

SEGMENT TOPICSSEGMENT TOPICS

• Training vs. Motivation

• The 4 behavioral consequences

• Why positive reinforcement is the best way to increase performance

• Reasons that discipline is detrimental to the "START" process

• Proper application of discipline

TRAINING OR MOTIVATION?TRAINING OR MOTIVATION?

• Does the person sometimes do as needed?

• Is the safe way to behave common knowledge?

• If you asked the person to behave in the safe way, would they probably know what to do?

• If the person were highly motivated to behave safely, would they be able to do it?

FOUR (4) BEHAVIORAL FOUR (4) BEHAVIORAL CONSEQUENCESCONSEQUENCES

• Positive Reinforcement (R+) - Get something you want. - Increases behavior.

•Negative Reinforcement (R-) - Escape or avoid something you don't want. - Increases behavior.

• Punishment (P+) - Get something you don't want. - Decreases behavior.

• Extinction (P-) - Don't get what you want. - Decreases behavior.

POSITIVE REINFORCEMENTPOSITIVE REINFORCEMENT

• Increases behavior

• Must occur soon-certain-positive to be most effective

• Causes voluntary (extra effort) by the performer

• Only way to maximize performance

NEGATIVE REINFORCEMENTNEGATIVE REINFORCEMENT

• Increases behavior

• Causes minimum effort by the performer (compliance)

• Gets only enough to escape or avoid punishment

• Never maximizes performance

• Is effective only when followed by positive reinforcement

POSITIVE vs. NEGATIVEREINFORCEMENT

+ R

- R

Time

Reinforcement

PUNISHMENTPUNISHMENT(DISCIPLINE)(DISCIPLINE)

• Weakens on stops behavior• Is difficult to maintain

- must be severe or highly probable to be effective- LU- vs. SC-

• Never solves a problem- may increase undesirable behaviors

• Has many negative side effects- teaches wrong lesson- damages relationships and involvement (teamwork)- it only gets compliance (minimum effort) not voluntary (extra effort)

• Purpose is to correct performance• Correcting requires positive reinforcement to sustain

PROPER USE OF DISCIPLINEPROPER USE OF DISCIPLINE

• Repeat offenders

• Violations with serious consequences

• A "won't do" personality

EXTINCTIONEXTINCTION

• Decreases behavior

• Occurs when nothing happens

• May weaken desirable or undesirable behavior

• Is most effective when alternative behaviors are positively reinforced

BEHAVIORAL BEHAVIORAL CONSEQUENCES CONSEQUENCES

WORKSHOPWORKSHOP

PATH FORWARDPATH FORWARD