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Behaviour Based Safety for safety practices
- 1. Behaviour Based Safety OrganizedBy: Bharat Seats Ltd.
- 2. Injury Statistics .. . In INDIA Question: Are injuries totally eliminated? In 2021, the Labor Ministry informed Parliament that at least 6,500 employees had died while working at factories, ports, mines and construction sites in the preceding 5 years.
- 3. Session Objectives: Understandhow safety Behaviour is shaped Understand Principles of BBS Analyze employee Behaviour Pinpoint, observe, and measure specific Behaviours Provide positive feedback Use positive reinforcement successfully to improve safety performance Safety Culture Adherences periodically assessment
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- 5. Theories of AccidentCausation: The most widely known theories of accident causation: Domino theory Human factors theory Accident / incident theory Epidemiological theory Systems theory Combination theory Behavioural theory
- 6. Heinrich’s Theorems Accidents: An eventwhich is, Unplanned & Unexpected which may or may not have resulted in damage to property or injury to person. Injury - Caused by accidents. Accidents- Caused by an unsafe act –injured person or an unsafe condition – work place. Unsafe acts/conditions - caused by careless persons or poorly designed or improperly maintained equipment. Fault of persons- created by social environment or acquired by ancestry. Social environment/ancestry (वंश परंपरा)- where and how a person was raised and educated.
- 7. 1 Major 29 Minor Accident 300 Near Miss Heinrich’sLoss Control Triangle Recative
- 8. Domino Theory Herbert W. Heinrich– Traveler’s Insurance Company In the late 1920’s, studying reports of 75,000 workplace accidents, he concluded the following: 88% of accidents are caused by unsafe acts committed by fellow workers 10% of accidents are caused by unsafe conditions 2% of accidents are unavoidable Contemporary research considers domino theory as outdated however today’s more widely accepted theories can be traced back to Heinrich’s study.
- 9. Accident Causes • Unsafe Condition •improper guarding • defective tool • slippery floor • improper housekeeping Unsafe Act operating without authority operating at unsafe speed making safety devices inoperative using unsafe equipment
- 11. Domino Theory 1932 First ScientificApproach to Accident/Prevention - H.W. Heinrich “Industrial Accident Prevention” Social Environment and Ancestry Fault of the Person (Carelessness) Unsafe Act or Condition Accident Injury MISTAKES OF PEOPLE
- 12. Physiological & Psychological Lack ofKnowledge & Unskill Improper Mechanical or Physical condition, Unsafe system of work, Social Environment Origin Of Faults Human Failure Unsafe Acts Accident Injury Loss Direct Cause Unsafe Condition Direct Cause CHAIN OF EVENTS RESULT
- 13. Managing Safety or Managing Accident Reactive Approach Injury /Damage Accident Causatives Safety Proactive Approach Safety Causatives Accident Injury / Damage
- 14. What Is BehaviourBased Safety? Behaviour Based Safety (BBS) is the “application of science of Behaviour change to real world problems.” BBS “focuses on what people do, analyses why they do it, and then applies a research – supported intervention strategy to improve what people do. At its very core BBS is based on a larger scientific field called Organizational Behaviour Analysis.
- 15. Please think .. . How many of the above elements can be directly traced to injury elimination just at the moment the injury is about to occur ? Question: Are injuries totally eliminated?
- 16. To Conclude .. . Good Safety Management systems exist Still workplace is injury prone & not safe Injury although declined, still persists WHAT IS MISSING? WHERE IS THE CATCH?
- 17. E. Scott Geller– Safety Performance Solutions, Inc., and professor of psychology Believes in 7 basic principles of BBS 1. Direct Behaviour with activator or events antecedent to the desired Behavior, and motivate employees to behave as desired with incentives and rewards that follow desired Behaviour. 2. Use intervention that is focused on employee Behaviour 3. Identify external factors that aid in understanding and improving employee Behaviour 4. Focus on the positive consequences that result from the desired Behaviour as a way to motivate employees. 5. Apply scientific method to improve attempts at Behavioural interventions. 6. Use theory to integrate information rather than to limit possibilities. 7. Plan interventions with the feelings and attitudes of the individual employee in mind. Behavioural Theory
- 18. Activators (whatneeds to be done) Competencies (how it needs to be done) Consequences (what happens if it is done) Human Behaviour is a function of :
- 19. Attitudes Are inside aperson’s head -therefore they are not observable or measurable however Attitudes can be changed by changing Behaviours
- 20. Human Behaviour isboth: Observable Measurable therefore Behaviour can be managed !
- 21. WHAT IS Behaviour? Motivation. Intelligence. Emotions. Experience. Attitude Situational Conditions. Behaviour Is What a Person Does or Says. What Causes a Person to Take This Particular Behaviour or Course of Action Depends On Other Influencing Factors. Attitude and Situational Conditions Cause The Particular Behaviour. What Influences Behaviour? Desire Need. Abilities. Skills. Ambition. What Else Can You Think Of?
- 22. When The ReasonFor Behaviour is Not Known. Determine What Motivates The Behaviour. -- 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 Behaviour.
- 23. Unsafe Acts &Objectives of BBS 1. Unsafe Acts is a Behavioural process 2. Also defined as “at risk” Behaviour Objective of BBS is to minimize “at risk” Behaviour at workplace
- 24. Human beings CauseUnsafe Behaviour Unsafe Behaviour Violation Human Error (Carelessness) Limit of Human Capacity Mistakes (Slips) Forgetfullness Lack of Knowage & Skill Unable to see, to listen or rememver Mixing up, assumption or misunderstanding No thinking, absent mindeness or temporary Not knowing or unable to do some thing Too much bother, Probably ok , It is only little, so…., Every body does it Risk taking
- 25. How do westop unsafe Behaviour from occuring • Ans: Analyze unsafe Behaviours. • Pinpoint desired safe Behaviours • Ans: Measure safe Behaviours on daily basis. • Give feedback to pepole • Ans: No Accidents / injuries. • Supervisor/ peer recognition What do we need to do ? How do we know how we are doing ? What’s in it for you ?
- 26. 1 Major 29 Minor 300 Near miss AtRisk Behaviour Unsafe act/condition Lack of Emergency Preparedness & Inspection Improper Hazard identification Safety Management Weakness Proactive Recative OHSAS 18001 KY/JSA/HIRA Investigation & counter measure Risk Reporting & assessment Behaviour based Safety Mock drill/ Audit AVOID ANSIDENT ELIMINATE HAZARDS
- 27. BBS Track Record: Implemented at more than 1,000 sites worldwide 90% of companies adopting BBS continue Average 5-year incident/accident reduction: 62%
- 28. Why Employees Engagein At-Risk Behaviours Jobs get done faster Perception that risk is low “Nothing is going to happen to me” attitude At-risk Behaviour is reinforced Lack of awareness that Behaviour is risky
- 29. ABC Model Based on scientificresearch in Behaviour analysis Three-term contingency (if-then relationship) A – Antecedents • Before Behaviour • Anything that prompts people to act B – Behaviour • Actions • What we do, what we say C – Consequences • Effects of Behaviour • What happens to the person as a result of the
- 30. The ABC Model ExplainsWhy We Do What We Do Activators Consequences परिणाम Behaviour व्यवहाि Direct Motivate
- 31. Why People DoWhat They Do Antecedent (Trigger) Behaviour Consequences e.g Telephone Rings Anything that gets People to act in a Specific way. A trigger that leads To a Behaviour Eye unc Protection feels omfortable What we do How We Act Don’t wear Eye protection What happens to us During and after the Behaviour Positive or Negative Or Neutral Comfort(+) Eye Injury (-) Past Behaviour influence future Behaviour Police Car Flashing Red Lights Slow down/speed up Pick up Citation/nothing Talk to caller
- 32. The ABC Model ExplainsWhy People Speed Speeding Activators Guides or directs the Behaviour Behaviour Consequences Motivates future occurrences of the Behaviour Late day Emergency Open road Sports car No Cops Police car Others are Speeding Speed Limit signs Sunny Drivers Education Wear & Tear Wreck Personal Injury Ticket Property Damage Waste Gas Fun! Save Time
- 33. Activators(A) (What factors leadto risky Behaviour?) Behaviours(B) (Risk taking or protective Behaviours). Consequences (C) (What factors or events happen as a result of the Behaviour?) Fellow workers do not wear hearing protection. Not comfortable Knowledge that hearing protection is supplied. Not wearing hearing protection. Wearing the right PPE for the task. Take risks like your workmates. Risk of damaging hearing. ABC Model (Explain Why PPE not wear)
- 34. ABC Model (Doorbell ringing) Antecedent ►Before Behaviour ► Door bell ringing Behaviour ► Observable act ► Answer the bell Consequences ► Result of Behaviour ► Greet the Caller
- 35. Antecedents Antecedents Trigger BehaviourAnd Include Signs, Meetings, Slogans, and Training Prompt people to act Precede the Behaviour Communicate information Work best with consequences Work only in short term if no consequences
- 36. What are the Antecedents Equipmentnot available Cultural norms Time Pressure Equipment condition Inadequate warning
- 37. Consequences Factor Timing ----Sooner/Later ? Consistency ----Certain/ Uncertain ? Significance ----Positive/ Negative ? Stronger than antecedents “Consequences” has negative connotation(अतिरिक्त मिलब) Positive consequences change Behaviour Consequences strengthen or weaken Behaviour Four categories of consequences 1. Punishment 2. Extinction 3. Negative Reinforcement
- 38. Consequence Timing ConsistencySignificance Convenience Sooner Certain Positive Injury Sooner Uncertain Negative Consequences Factor
- 39. Some Consequences Weigh MoreThan Others Risky Behaviour: You're late and you speed 20 MPH over limit Consequences: Save Time vs. Ticket Save Time Ticket Uncerta in Soon Significant Soon Certain Significant
- 40. What are theConsequences परिर् ाम क्या ह? Consequences परिर्ाम Soon/ Later Certain/ Uncertain Positive/ Negative Possible Injury संभव चोट S U - Reprimand टोकना S/L U - Save Time समय की बचि S C + Comfort आिाम S C + Convenience सुतवधाजनक S C + Peer Approval सहकमी स्वीकृ ति S C + Better vision बेहिि दृति S C +
- 41. Favor At-Risk Behaviour Consequences Save Time Comfort Peerapproval (सहकमी की मंजू िी) Better Vision Convenience
- 42. Four Behavioural Consequences Consequences eitherincrease or decrease Behaviour Consequences that increase Behaviour • Positive reinforcement (सकािात्मक सुदृढीकि ण)(R+) • Get something to want • Negative reinforcement (नकािात्मक सुदृढीकि ण) (R-) • Escape or avoid something you don’t want Consequences that decrease Behaviour • Punishers (P+) • Get something you don’t want • Penalty (P-)
- 43. Punishment Getting what youdon’t want Criticism, injury, written warning Stops unwanted Behaviour
- 44. Negative Reinforcement Not gettingwhat you don’t want Avoiding criticism, unpleasant tasks, or accidents Performing desired Behaviour to avoid punishment Performing desired Behaviour only when boss is watching
- 45. Positive Reinforcement Getting whatyou want Acknowledgement, recognition, better work assignments Maintains or increases desired Behaviour Gives discretionary effort (more than asked) Behaviour occurs more frequently
- 46. Examine the Behaviour Results ofthe consequences How employee receives it Behaviour increasing Behaviour decreasing
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- 48. Behaviour Observation Observation Lead toFeedback And Involment Observation checklist Spot check Behaviours If safe Behaviour, mark “safe” In unsafe Behaviour, mark “At Risk” Turn card in
- 49. Observation and Feedback Employeesobserve one another Improves safety-related behaviours Observer follows checklist of critical safety-related behaviours Observer provides feedback to the observee Observer and observee problem solve to identify improvements.
- 50. Observation and Feedback Collectand compile observation checklists Graph collected data Review resulting information periodically with all employees Analyze and discuss results to identify follow-up actions.
- 51. Measurement Records observationsand analyzes Uses objective measurement Measures safety process, not just results Gives feedback to employees and capture small improvements Is specific about performance and becomes positive reinforcement
- 52. Positive Verbal Feedback Be specific Be sincere Deliver immediately Be personal Don’t use “but” or “however” Corrective Verbal Feedback Don’t ignore unsafe Behaviour Acknowledge small improvements Be objective Be specific Use a questioning approach Graphic Feedback Past performance or baseline Current goals Presented and discussed frequently
- 53. Goal Setting Short-term and achievable Employeeinput More opportunities for positive reinforcement
- 54. Types of PositiveReinforcement Social reinforcement Written Verbal Physical Smile Humor Time or attention Just say “Thank you” Tangible reinforcement Food Gifts Certificates Privileges Money
- 55. Benefits of Observationand Feedback Heightened awareness Receive recognition Learn through feedback Learn through observation Builds trust Employees design and led Increase commitment Builds trust Fosters communication Anonymous and confidential Dynamic Non-directive Non-punitive
- 56. Total Safety Culture IRONMENT ment, Tools,Machines, sekeeping, Climate, nagement Systems BEHAVIOUR Putting on PPE, Lifting properly, Following procedures, Locking out power, Cleaning up spills, Sweeping floors, Coaching peers PERSON Knowledge, Skills, A Intelligence, Mot Attitude, Perso ENV bilities, Equip ives, Hou nality Ma SAFETY CULTURE
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- 58. Focusing on Behaviours CanReduce Injuries Fatality Serious Injury Minor Injury Near Miss At-Risk Behaviour