behaviorism safety

7/30/2019 Behaviorism safety

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Behavior Based SafetyChandergupt Mehta

10 -11 June

Paris

Brostrom seafarer conference 2008

Its Better Being Safe


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Brostrom seafarer conference 2008

Welcome to a presentation on Behavior BasedSafety.

This presentation shall be useful in understandingand application of the concept and process of BBS

for seafarer who are concerned about correctingunsafe behaviors for reduction of accidents and

promoting safe behaviors for developing injury free

culture .

The most important person in starting a BBSprocess is YOU.


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What makes us take Risks


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Why do we need BBS?

BBS touches the root cause of accidents .Unsafe behaviors are atthe core of any near misses, injury , accidents. If we control

unsafe behaviors , we may not even have near miss

In safety terms we need to sample safety in a proactive way. Butin most of the incidents people doing anat risk behavior realise

the quantum of risk. Hence observation and feedback of the

incident is very important.


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Why do we need BBS?

FewerFewer

AccidentsAccidents

SafetySafetyTrainingTraining PoliciesPolicies

SlogansSlogans

SafetySafety

MeetingsMeetings SeminarsSeminarsManagementManagement

commitmentcommitment

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Traditional Safety


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Why do we need BBS?

SAFE

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ACTIV

ITIES

So through BBS we can reduce therisk to the seafarer ,Equipment,

environment as well as the company

reputation.


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ABC model

The ABC model is based on asking what is an Antecedent , a Behaviorand Consequence

The ABC model can be used to determine why people behave incertain ways

An ANTECEDENT is something that exists or happens before a

behavior is performed. A trigger. A BEHAVIOUR is an observable act.

A CONSEQUENCE is what results from a behavior


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Consequence Qualities

All consequences can be broken down and found to consist of thefollowing qualities:

Timing sooner or later

Consistency certain or uncertain

Significance positive or negative

The perceivedoutcome of the qualities will

determine the behavior

Behavior is greatly influenced by what an

individual thinks will happen. If every one takes action after

consequence it is reactive. But if we observe and

give feedback then it become pro active for the future.


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Paradox of Safety

Further, most unsafe behaviors can be rewarding. For exampleBeing praised for taking a

short cut to finish a job quickly Getting home quicker! The Paradox of Safety states, Most safe behaviors are punishing.

For example.

Discomfort wearing a respirator or safety goggles/safety helmet

Extra time taken to get the correct tool

Having to complete forms such as a hot work permit, etc.,

before starting a job


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Overcoming the Paradox of Safety

Focus attention on the positive to increase thefrequency of SAFE BEHAVIORS.

Find out what the barriers are to safe behaviors Involve everyone in removing the barriers

Golden Rule- NO BLAME CULTURE


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What is BBS? Its a Continuous Improvement Process

Behavior-Based Safety is a process that helpsemployees identify and choose a safe behavior

over an unsafe one.

The Behaviors Based Safety Process on the vesselis by the seafarer , of the seafarer , for the seafarer


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How does it work?

Observations - Watching someone at work for 10minsonce per month such that on the ship everyone isobserved once and does an observation once.

Observation is based on checklists which contain safe

and at risk behaviors e.g. tools and equipment, PPE,

positions of people and so on. Everyone on the ship is

involved, everyone will be trained as an observer

Additional behaviors which are observed but arent on

the checklist are written onto the checklist .


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How to do an observation?

For Observing Note- you ask them whenthey were last observed if it was veryrecently (say in the last week or two) then

you would go and pick someone else to

observe.

Once they have agreed to the observationyou then step back and watch the person for

the next 10minutes and with the help of a

checklist you write down allthe behaviors

that you see them do, both safe and at risk.

Observer is not a police man

If something is not on the checklist then youadd it in the additional comments


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Feedback

Feedback-Looking for what people do right and thencommenting on that and also discussing with them

why people may engage in at risk behaviors that have

been seen in the observation. This means that we will

start acknowledging the good and safe work that youalready do.

Use positive coaching to discuss any at risk behaviorsand try to get to the root cause.

Both these processes relate to the behavior and not tothe individual


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How to give feedback.

Nothing- Telling someone nothing about the waythey are doing a job means they do not know ifthey are doing the right thing

Negative- Giving negative feedback although willstop at risk behavior in the short term does nothave lasting effects.

Positive- Positive feedback is nice to receivealthough by itself does not help an individual ifthere is a way they could be doing a job better.

Positive with coaching - Coaching just meansgiving some guidance on the behaviors that youhave seen. Pick a selection of both safe and at risk

behaviors that you have seen. Praise the personon what they did well, mentioning specificbehaviors observed and then try to introduce the atrisk behaviors in a non confrontational manner e.g.


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How to give feedback

If we see a behavior that could result in an incident then we stop the job

straight away and then discuss with the individual that we are going to

put it down. We can try to root cause the problem with the person toinclude a solution. form. At the end of the observation thank the person

for letting you observe them and ask them if they felt that the

observation was fair


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Worked example:

A vessel has decided to focus on safe movement around the ship after noticingthat in 2006 fleet wide there have been 17 incidents, which have related to safe

movement around the vessel. They decide to carry out an observation, of

someone moving around the ship.

An observation is being done by you- The Chief Engineer, you are observing the4th engineer- Jack doing engine room rounds. He begins by picking up his ear

defenders in the workshop before going into the engine room. You then see himwalk down the stairs to one of the lower decks and he is distracted by something

up to his right side- the cylinder lube oil header tank level gauge is next to the

stairs and so he was checking this, he isn't holding the handrail and you then

notice that he has the sleeves of his boiler suit rolled up. As he continues his

rounds he sees that someone has left a huge stilton on the ground and so he

picks it up so that no one will trip over it, although as he bends over he bendswith his back and not with his knees. Then as he continues his rounds an alarm

goes off and so he starts rushing back to the control room to see what it is .


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Worked example


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Scenario- Feedback phase

Scenario- Feedback phase Then you-the Chief, give the 4th Engineer feedback on what you have seen. Chief Engineer: I noticed that you were wearing your ear defenders in the engineroom, that's good and you were wearing your safety shoes properly and your

housekeeping was good, I was a bit concerned though that when you came down the

stairs that didnt have one hand for the ship and you might have fallen and you also

seemed a bit distracted, why was that?

4th Engineer: Oh I was looking at one of the gauges as I came down the stairs andwas concentrating on that so didnt realise I had even taken a hand off the handrail

C/E: what do you think that you could do differently next time to protect yourself frominjury?

4th: Next time on rounds I will check the gauge before going down the stairs

C/E: Great idea, thanks for letting me observe you

The percentage safe = 8/15 * 100 = 53 % safe


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Analyzing the DataThe process has 2 separate but equally important objectives:

1)TO IDENTIFY BARRIERS

People behave unsafe because it saves their time and effort (takingshort cuts or not using PPE).

Environmental solutions dont work so effectively as people may removeguards and work in bad housekeeping.

Punishment may lead to positive or negative effects. Attitude changedoes not help much, as it does not really convert into behavior.


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Analyzing the DataThe process has 2 separate but equally important objectives:

2) TO PROVIDE POSITIVE REINFORCEMENT & FEEDBACK

Quality of data will directly effect the quality of the resultinganalysis

The vessel has the ability to analysis its own data as well as allgoing back to the office

Its important that Fleet Data is fed back to the fleet to make theirown comparisons

This gives the opportunity to have quality control within thesystem

Data is now indicating where we should focus our resources

Such as training, changing procedures & improving equipmentetc To set targets % safe = Number of safe behaviors observed /

Number of behaviors observed * 100


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CONCLUSION: 7 Basic Principles of BBS

Summary

The process must not be punishing The process is only as good as the data collected, which requires

the data to be collected in a uniform manner by trained observers

The process must be driven by the workforce and supported fromabove by management

People must see barriers being removed to maintain theircommitment to the process

Feedback is essential to the success of the Process Confidentiality must be maintained to ensure open communication Key safety behaviors are observable acts that need to be

understood and followed by everyone So BBS can be tried for still better safety results.


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Thank you

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