行为安全教育-英文原版PPT演示文稿

1、Behavior Based Safety,Gary Peacock Safety Consultant Ohio BWC,Objectives,The benefits of behavior-based systems. The basic principles of how to motivate safe behavior. A companys readiness for behavior-based safety. Compare and contrast the different behavior-based systems on the market today.,Why S

2、afety Programs Do Not Work:,Safety is a priority, not a value! Safety is not managed in the same manner as production, quality, and cost issues! Safety is not driven through continuous improvement!,“Fallacies or Realities” in Safety Fables?,Conditions cause accidents! Enforcing rules improves safety

3、! Safety professionals can keep workers safe! Low accident rates indicate safety programs are working well! Investigating to find the root cause of accidents will improve safety! Awareness training improves safety! Rewards improve safety!,Core Elements in Successful Safety Programs,A culture that sa

4、ys “safety” is important around here! A tight accountability system!,An excellent tool for collecting data on the quality of a companys safety management system A scientific way to understand why people behave the way they do when it comes to safety Properly applied, an effective next step towards c

5、reating a truly pro-active safety culture where loss prevention is a core value Conceptually easy to understand but often hard to implement and sustain,Behavior Based Safety: What Is It?,Only about observation and feedback Concerned only about the behaviors of line employees A substitution for tradi

6、tional risk management techniques About cheating & manipulating people & aversive control A focus on incident rates without a focus on behavior A process that does not need employee involvement,Behavior Based Safety: What It Is Not!,Obstacles To Success:,Poorly Maintained Facilities Top-down Managem

7、ent Practices Poor Planning/Execution Inadequate Training,Keys to Success:,Meaningful Employee Empowerment Designing a Well Planned and Supported BBS Process Managing BBS Process with Integrity,Turn & Talk,What kinds of injuries and accidents are common at your workplace?,What percentage of these ac

8、cidents are a result of:,Unsafe conditions, OSHA violations, dangerous equipment? _% Unsafe actions, at-risk behaviors, poor decisions? _%,What percentage of these accidents are a result of:,Unsafe conditions, OSHA violations, dangerous equipment? 6% Unsafe actions, at-risk behaviors, poor decisions

9、? 94%,Therefore, compliance is necessary but not sufficient for great safety.Safety is about people, and behavior is the challenge.,At-risk Behaviors,Near Miss (hit),Property Damage,Minor Injury,Major,Fatality,Traditional Safety,Fewer Accidents,Safety Training,Policies,Slogans,Safety Meetings,Contes

10、ts & Awards,Committees & Councils,Reprimands,Regulations,Behavior Based Safety,Fewer at-risk Behaviors,What Behavior-based is.,Safe People vs Safe Places,Injuries Equal Management Errors,Behavior Management,Measure Behaviors vs Results,Observation & Feedback,Positive Reinforcement,Organizational Per

11、formance Model,Great Performance,Systems,Behaviors,Climate,Systems,Accountability Communication Decision Making Measurement,Orientation Training Employment Auditing,Behaviors,Honesty and Integrity Ask for help without taking responsibility Recognition,Observation and feedback Trust Listen with empat

12、hy,Climate Variables,Confidence/trust Interest in people Understanding problems Training/helping Teaching to solve problems Much information Approachability Recognition,- Rensis Likert,Turn & Talk,What is the primary purpose of a supervisor? What is the most effective way to motivate people?,Activat

13、ors (what needs to be done) Competencies (how it needs to be done) Consequences (what happens if it is done),Human Behavior is a function of :,Human behavior is both:, Observable Measurable,therefore Behavior can be managed !,Attitudes Are inside a persons head -therefore they are not observable or

14、measurable,Attitudes can be changed by changing behaviors,however,ABC Model,Antecedents (trigger behavior) Behavior (human performance) Consequences (either reinforce or punish behavior),Definitions:,Activators: A person, place, thing or event that happens before a behavior takes place that encourag

15、es you to perform that behavior. Activators only set the stage for behavior or performance - they dont control it.,Some examples of activators,Behavior: Any directly measurable thing that a person does, including speaking, acting, and performing physical functions.,Definitions:,Some examples of beha

16、vior:,Definitions: Consequences: Events that follow behaviors. Consequences increase or decrease the probability that the behaviors will occur again in the future.,Oh please let it be Bob!,If you dont send in that payment well take you to court,Behavioral Model,B = f (c),Antecedents,Behaviors,Conseq

17、uences,Some example of Consequences:,Consequences - How would you view them?,Sunbathing,Aggressive Drivers,Positive Reinforcement (R+) (Do this & youll be rewarded) Negative Reinforcement (R-) (Do this or else youll be penalized) Punishment (P) (If you do this, youll be penalized) Extinction (E) (Ig

18、nore it and itll go away),Only 4 Types of Consequences:,Behavior,Consequences Influence Behaviors Based Upon Individual Perceptions of:,Timing - immediate or future Consistency - certain or uncertain,Significance - positive or negative,Magnitude - large or small,Impact - personal or other,Consequenc

19、es need to be .,Soon vs Delayed,Certain vs Uncertain,Positive vs Negative,Personal vs Organizational,Both Positive (R+) & Negative (R-) Reinforcement Can Increase Behavior,R+ : any consequence that follows a behavior and increases the probability that the behavior will occur more often in the future

20、 - You get something you want R- : a consequence that strengthens any behavior that reduces or terminates the behavior - You escape or avoid something you dont want,39,Good safety suggestion Joe! Keep bringing em up!,R+,R-,One more report like this and youre outa here!,40,Performance,Time,R+,The eff

21、ects of positive reinforcement,41,Performance,Time,P,The effects of punishment,Why is one sign often ignored, the other one often followed?,To create conditions that encourage people to collaborate because they want to not because they have to,Lets do it!,The Behavior Based Safety Challenge:,Perform

22、ance,Motivation,Motivation Model,Ability,Performance,Motivation,Selection - Can they do it,Training - Do they know how,Motivation Model,Ability,Performance,Motivation,Job Climate - Boss & Peer relationships, Work environment,Selection - Can they do it,Training - Do they know how,Motivation Model,Abi

23、lity,The Job Itself - Any fun, challenge,Performance,Motivation,Job Motivational Factors Achievement, Promotion, Recognition, Responsibility,Job Climate - Boss & Peer relationships, Work environment,Selection - Can they do it,Training - Do they know how,Motivation Model,Ability,The Job Itself - Any

24、fun, challenge,Performance,Motivation,Union - Norms, Pressures,Peer Groups - Norms, Pressures,Job Motivational Factors Achievement, Promotion, Recognition, Responsibility,Job Climate - Boss & Peer relationships, Work environment,Selection - Can they do it,Training - Do they know how,Motivation Model

25、,Ability,Accident Causation,DOTS Model,50,Logical decision in his/her situation,Workstatn design,Incompble displays/ Controls or job design,Capacity with Load in a State,Decision to err,Traps,Overload or mismatch,Human Error,Acc or incidt,Injury or loss,Systems Failure,Causation Model,D,O,T,S,Percei

26、ved low probability,51,Peer pressure Measures of the boss Perceived priorities of mgt,Of the incident occurring Of a loss resulting,Logical decision in his/her situation,Perceived low probability,Decision to Err,S,Causation Model,D,O,T,S,52,Natural endowment Physical capability Knowledge skill Drugs

27、 / alcohol Information processing Environment Worry / stress Fatigue LCUs,Capacity with Load in a State,Overload or a Mismatch,Causation Model,D,O,T,S,53,Size, force, feel, repetition reach,Stereotypes, Human capabilities, Expectations, Inconsistencies,Workstation or Job design,Incompatible displays

28、 or controls,Traps,Causation Model,D,O,T,S,54,Lack of Policy / Guidelines / Practices Poorly defined responsibility No authority to act Little accountability or measurement No analysis of incidents No orientation of new / transferred staff Lack of clear SOPs / Standards,Systems Causes,Causation Mode

29、l,D,O,T,S,55,Traps,Overload or mismatch,Human Error,Acc or incidt,Injury or loss,Systems Failure,Decision to Err,Causation Model,D,O,T,S,BenefitsofBehavior-based Approaches,57,Average Reduction of Injury Frequency,Implementation of BBS After 1 year34% After 2 years44% After 3 years61% After 4 years7

30、1%,Safety Intervention Strategies(By NSC),Approach # of Studies # of Subjects Reduction % Behavior Based 72,444 59.6% Ergonomics 3n/a 51.6% Engineering Change 4n/a 29.0% Problem Solving 176 20.0% Govt Action 22 18.3% Mgt. Audits 4n/a 17.0% Stress Management 21,300 15.0% Poster Campaign 26,100 14.0%

31、Personnel Selection 26 19,177 3.7% Near-miss Reports 2n/a 0%,Why Implement BBS?,Safety is about people. Compliance is not sufficient. Consequences drive behavior. Motivating Performance Feedback,Why Implement BBS?,Truly proactive Broad awareness Deep Involvement Proven effective Transcends workplace

32、 safety,Three Essential Questions,What behaviors are being observed? Why are those behaviors present? Now What will be done to correct the system deficiencies?,BBS FeaturesStrengths / Weaknesses,Peer to peer observation Supervisory observation Behavior audit Snapshot Software support Customized beha

33、vior inventories General behavior inventories Emphasis on skilled coaching and feedback,Roles and Responsibilities,Workers Observers / Supervisors Safety Staff Managers Safety Involvement Team,Are You ReadyforBehavior-Based Safety?,Safety Culture Wheel,Rate Each Statement on a Scale from 0 to 3,0= W

34、eakness 1=Some aspects covered 2=Could be improved 3=Strength,Leadership,Leadership commitment to safety is active, visible, and lively A clear and inspiring vision has been established for safe performance Safety is viewed and treated as a line management responsibility Safety is clearly perceived

35、as an organizational value on the same level with productivity and quality,Systems & Processes,Supervisors and workers partner to find and correct systems causes of incidents Communication systems are abundant, effective and flow well in all directions Training systems deliberately and systematicall

36、y create competency for the right people at the right time Safe operating procedures and policies are clearly defined and communicated,Involvement,Workers are skilled at problem solving and decision making Labor and management work together to address safety systems issues Team orientation achieves

37、involvement and cooperation Innovation, participation and suggestions are encouraged at all levels,Organizational Style,Trust and openness are the norm Positive reinforcement is used regularly Bureaucratic obstacles are removed There is formal and informal recognition for great performance at all le

38、vels,Measurement and Accountability,All levels of the organization have safety goals and process responsibilities clearly defined The process of achieving results is a key safety measure Performance reviews include accountability for safe performance at all levels Supervision is accountable to perfo

39、rm safety observations and feedback,How Do You Deal with Safety?,Leader culture that strongly values & supports EHS continuous improvement Follower compliance minded view safety as a legal responsibility with little or no value Gambler lack knowledge, resources, will to even achieve compliance manag

40、e safety with eyes closed and fingers crossed,How Is Your Organization Managed?,Safety must be in harmony with the way the organization is managed Do we want production and safety? Do we want production with safety? Do we want safe production? Goal: Efficient production which maximizes profit Integr

41、ated or artificially introduced program? How we do business - a state of mind that must become an integral part of each and every procedure in the company,Behavior Based Safety,Three major sub-systems to deal with: The physical, the managerial, the behavioral Identifying critical at-risk behaviors a

42、nd the systems that support them At-Risk Behavior normal human behavior people reacting to their environment Deal with the causes of the at-risk behavior, not the behavior change the environment that leads to the at-risk behavior,There is no one right way to achieve safe production in an organizatio

43、n. For a safety system to be effective it must fit the organizations culture and it must: Force supervisory performance Involve middle management Have top mgt. visibly showing their commitment Have employee participation Be flexible Be perceived as positive Dan Petersen,Are You Ready?,LEADERSHIP Org

44、anization needs to be fundamentally prepared for it Success = taking on and resolving central organizational issues Major change initiative for most companies Change not easy often resisted w/ vigor and ingenuity failed change efforts create skepticism, cynicism and apathy Whether in production, qua

45、lity, or safety the ultimate responsibility rests with leadership.,Are You Ready?,SYSTEMS Basic systems must be in place: Safety - AI, hazard recognition, recordkeeping, etc Management - decision-making, inventory, budgeting, etc Facilities/Equipment - design, maintenance, etc If BBS is not integrat

46、ed as a system it is likely to burn-out,Are You Ready?,INVOLVEMENT Engaging and sustaining employee involvement is the driving mechanism When employee involvement is not adequately engaged, BBS becomes just another program Management involvement is crucial often subvert implementation by not underst

47、anding BBS principles,Are You Ready?,ORGANIZATIONAL STYLE Must be functioning at a high level of effectiveness or be willing to address obstacles to high level functioning Effective organizational functioning includes: Communication Trust and credibility between management and workers Respect Vision

48、,Are You Ready?,MEASUREMENT & ACCOUNTABILITY What gets measured gets done Clearly defined roles and responsibilities at every level Accountability v Responsibility Performance v Results Safety Director - a lot of responsibility, very little authority Not everyone is responsible for safety until they

49、 are held accountable,AssessmentProcess,SampleSurvey,Survey Results,Safety Observation Process,Step 1: PLAN where and when to make observations and recall what to look for Step 2: OBSERVE worker behavior for safe and at-risk performance Step 3: COACH for improved performance by positively reinforcin

50、g or redirecting Step 4: RECORD what was observed, why it occurred, and now what will be done,Step 1: PLAN,Determine a time and place to observe Review the Observation Memory Jog-R (Tab 6) Review Feedback and Coaching Tips (Tab 7),Step 2: OBSERVE,Snapshots of behavior Allow no distractions Observe p

51、eople and surroundings Stop any at-risk behavior immediately Stop observing after 30 seconds or at-risk behavior is observed, which ever comes first,Step 3: COACH,Provide positive reinforcement (R+) if safe Coach by shaping behavior if at-risk Ignore what you saw Discipline,Step 4: RECORD,Anonymous, specific, timely Safe and At-Risk behaviors on Memory Jog-R What, Wh