The document discusses removing behavioral barriers to safety through applied behavioral analysis and action planning. It advocates focusing on changing behaviors before attitudes by measuring and managing behaviors directly. Behaviors are classified as enabled, difficult, or non-enabled based on employee control and support. ABC analysis is presented as a tool to understand behaviors by examining antecedents, behaviors, and consequences. Positive reinforcement through timely, consistent, and meaningful consequences is argued as most effective for changing behaviors compared to punishment or negative reinforcement.

1. REMOVING BEHAVIORAL BARRIERS

3. THE BEHAVIORAL OBSERVATION MODEL

4. APPLIED BEHAVIORAL ANALYSIS AND ACTION PLANNING

5. ATTITUDES OR BEHAVIOR? Where should we focus our attention first?

7. DEFINITIONS Attitude - Deep-seeded feeling or emotion - Internally focused Behavior - An observable action - Externally focused

9. BEHAVIORAL-BASED SAFETY MANAGEMENT A process that promotes continuous improvement through the identification,targeting and feedback about critical safety behaviors well in advance of first-aid injuries or illnesses.

10. Fatal Injuries Serious Injuries - Recordables - Lost Workdays Minor Injuries (First Aid) & Near Miss Incidents BEHAVIORS BEHAVIORS AS A LEADING INDICATOR OF PERFORMANCE Systems and Processes Management Systems, Accountability, Safe Practices, Engineering Controls, Audits/Inspections, etc. Values & Beliefs All accidents can be prevented, HSE Focus in all we do, Safety is a top priority, everyone is responsible for safety

14. DEFINITION: “Difficult” Behavior A difficult behavior is a partially enabled behavior. It is a behavior that can be performed, but only at the cost of going out of one’s way because, for instance, the needed tools or equipment are not located near he work station.

15. DEFINITION: “Non-enabled” Behavior A non-enabled behavior is one over which an employee has no control. It is a behavior that we are “supposed to do around here” but, in fact, do not have the equipment or the time or the permission to perform.

18. “ ABC”ANALYSIS (Antecedent, Behavior, Consequence)

21. Timing "A consequence must occur soon after a behavior to be most effective ."

22. Consistency "A consequence that is certain to follow a behavior is seen as a strong deterrent to unwanted behavior."

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

24. SOON - CERTAIN - POSITIVE

25. “ ABC” Analysis Example A B C “ ABC ANALYSIS” S/L C/U +/- - Failure to Wear Safety Glasses

27. “ ABC” 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

28. “ ABC” 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 +

29. THE SAFETY DILEMMA Many safe behaviors are punishing - Uncomfortable - Restricts motion - Inconvenient - Unavailable - Difficult Many unsafe behaviors are rewarding - Faster - Comfortable - Freedom of movement - Saves time

30. Behavioral 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 & Assembly START Team Member. 5/94 Assembly START Team

31. Action Steps Date/Responsibility 3. 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 Team Representative and Supervisors

32. INCIDENT/INJURY REPORTS Ratio of Total Injury Rate OSHA Injury Rate Ratio

33. "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 report incidents

34. “ ABC” ANALYSIS WORKSHOP

35. POSITIVE VS. NEGATIVE REINFORCEMENT

41. POSITIVE vs. NEGATIVE REINFORCEMENT + R - R Time Reinforcement

45. BEHAVIORAL CONSEQUENCES WORKSHOP

46. PATH FORWARD